Sault Ste. Marie Innovation Centre
BUSINESS PLAN
2015
Sault Ste. Marie Innovation Centre Business Plan – 2015
TABLE OF CONTENTS
1.0 EXECUTIVE SUMMARY ..........................................................................................4
2.0 CORPORATE OVERVIEW........................................................................................3
VISION STATEMENT
MISSION STATEMENT
ORGANIZATION VALUES
LEGAL ENTITY
GEOGRAPHIC AREA SERVED
ORGANIZATIONAL STRUCTURE
3
3
3
3
3
4
3.0 INTRODUCTION ....................................................................................................6
3.1 SCIENCE AND TECHNOLOGY CONVERGENCE
6
4.0 ESTABLISH THE ENVIRONMENT ...........................................................................6
4.1 CONVERGENCE CENTRE
4.2 BUSINESS SERVICES
4.3 EDUCATION
7
7
17
5.0 SECTOR DEVELOPMENT ......................................................................................18
TECHNOLOGY
5.1 VIDEO GAMING
5.2 GEOGRAPHIC INFORMATION SYSTEMS (GIS)
SCIENCE
5.4 ENERGY
5.5 BIO-SCIENCES
7.0 SWOT ANALYSIS
18
18
23
24
24
25
27
8.0 MARKETING STRATEGY.......................................................................................29
MARKETING AND COMMUNICATION PLAN 2015 ......................................................29
9.1 BOARD OF DIRECTORS
38
10.0 FINANCIAL OVERVIEW .....................................................................................38
FUNDING REQUIREMENTS
COST BENEFIT ANALYSIS
40
40
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Sault Ste. Marie Innovation Centre Business Plan – 2015
11.0 CONCLUSION ....................................................................................................42
GLOSSARY .................................................................................................................43
APPENDIX A – COMMUNITY IT STRATEGY & RECOMMENDATION TABLES ..............44
APPENDIX B – COMMUNITY CONTRIBUTIONS OF THE CGC .....................................46
APPENDIX C – CGC BACKGROUND ............................................................................55
APPENDIX D – RAIN PROJECT DETAILS ...................................................................56
APPENDIX E - JOB COUNT 2014 ................................................................................59
APPENDIX F – MARKETING STATISTICS .....................................................................60
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Sault Ste. Marie Innovation Centre Business Plan – 2015
1.0 EXECUTIVE SUMMARY
In 2015, the Sault Ste. Marie Innovation Centre (SSMIC) will continue its diversification and growth
efforts and build on the successes of the previous year. The organization continues to take proactive
steps to build long term sustainability in its operations so that it isn’t dependent solely on government
funding. We look forward to continuing the positive momentum our science and technology sector is
experiencing in Sault Ste. Marie and have a number of exciting projects under development for 2015!
One of the most exciting aspects of SSMIC’s work is working directly with new companies and projects
that have the potential to generate significant jobs and wealth in the community. From smart energy to
information technology to agri-innovation, SSMIC is involved in a number of advanced fields with great
potential for growth.
The framework from our previous IT and bio-science sector strategies continues to remain relevant and
produce results for the community. We work to establish the environment in which companies can
succeed and foster niche opportunities. In 2015, we will continue to drive forward the following sectors:

Technology
o Digital gaming
o Geographic Information Systems

Science
o Energy
o Agri-innovation
SSMIC will also be undertaking the development of a multi-year strategy document in 2015 that will
serve the organization moving forward and plan for future growth and sustainability.
SSMIC is pleased to serve as a member of the Canadian Digital Media Network, Ontario Network of
Excellence and the Northern Technology Alliance. We strive to collaborate with our colleagues across
Canada, Ontario and at NORCAT (Sudbury); Northwestern Ontario Innovation Centre (Thunder Bay) and
IION (North Bay) to advance innovation in Northern Ontario.
SSMIC has set the following objectives for 2015 in order to provide value and measurable results to the
community and our stakeholders:
2015 Objectives:
 Direct Job Creation – 50 jobs
 Program Funding Leveraged – $3.6M
 Business Incubation – Technology Incubator to include eight companies
 Provide in-depth value-added services to seventy existing businesses (advice, business plan
review, funding assistance, etc)
 Continue youth outreach activities with presentations to over 1,500 local youth
 Increase GIS related business in Sault Ste. Marie as measured by a growth in revenues and staff
count for SSMIC Community Geomatics Centre and private sector companies
 Raise the profile of science and technology sectors locally and externally
 Undertake organizational development to enhance employee engagement and excellence
As we look forward to 2015, it is also important to take a moment to celebrate some key achievements
in the past year. SSMIC was able to realize impressive results and was involved in a number of important
community initiatives:
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Sault Ste. Marie Innovation Centre Business Plan – 2015
2014 Highlights at a Glance

Exceeded our target for job growth (45) by helping to create 50 jobs

Greatly exceeded our target to leverage funding to the community ($2M) by attracting
$3.1M in funding

In-depth client support for 70 science and technology companies plus broader company
support through workshops and outreach efforts

Incubator clients eQOL, SafetyLynx, Veracity Asset Management Group and Digital
Grounds making excellent progress

Significant FedNor support to enable SSMIC to launch the “Broadband for E-Business and
Marketing (BEAM)” and the Innovation Accelerator programs

Canadian Bank Note Company and Algoma Games for Health announced a major new
project of over $2M with $1.1M in funding support to create a new charitable gaming
platform, game development kit and six play on demand games

Highly successful Smart Energy conference in Sault Ste. Marie attracting over 150
delegates from across the world and Ministry of Energy announcement for Smart Grid
Fund project with support of $265,250 toward a $689,940 software solution project

Launch of the Accelerator Hub office in downtown Sault Ste. Marie to enable SSMIC
expansion and contribute to downtown revitalization

The Rural Agri-Innovation Network (RAIN) has been actively completing research
reports, undertook major tile drainage projects and furthered crop trials while building
support with the local agricultural community

Support of $301,000 from the Ministry of Research and Innovation and MaRS Business
Acceleration Program as a member of the Ontario Network of Excellence

The continued growth of the Community Geomatics Centre (CGC) with new staff,
projects, clients from the community and across Canada including expansion of the
Vulnerable Persons Registry

Ongoing funding support from the NRC Industrial Research Assistance Program (IRAP) to
directly support SME’s, run a series of training workshops featuring industry experts and
roll-out a new, professional services program

The completion of a number of youth outreach activities through school visits including a
highly successful uptake of the Hour of Code program by local schools

Completion of data centre feasibility study and release of RFP

Highly successful and expanded SSMARt Innovation Awards luncheon held at the
Comfort Suites hotel
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Sault Ste. Marie Innovation Centre Business Plan – 2015
The Sault Ste. Marie Innovation Centre looks forward to another exciting year in 2015 and the following
business plan outlines in detail the focus areas, team and partners that will enable us to continue to
build a strong science and technology sector. Our efforts will diversify our economy, attract and retain
highly qualified professionals to our region and build a promising future for our youth.
2.0 CORPORATE OVERVIEW
The Sault Ste. Marie Innovation Centre was established in 1999 to function as a catalyst for economic
development and diversification in the information technology and knowledge-based sectors.
Vision Statement
Build and actively develop an innovative science and technology hub: a perpetual generator of
knowledge and prosperity.
Mission Statement
To drive business growth, facilitate research and commercialize innovation in globally significant areas of
science and technology through partnerships, expert advice, community development, business
incubation, youth outreach and sector development activities.
Organization Values








Excellence
Creativity
Enthusiasm
Honesty
Respect
Synergy
Empowerment
Agility
Legal Entity
The organization was incorporated in 1999 as a not for profit Corporation without share capital.
Geographic Area Served
The general services provided by the Sault Ste. Marie Innovation Centre and its incubation services are
open to businesses and organizations that lie within the District of Algoma. This is a geographic area of
48,737 km² and has a population of 115,870 (2011 Census). Beyond business services, the Community
Geomatics Centre and Algoma Games for Health also worked with a number of communities and
organizations outside the Algoma District and across Canada to generate revenue.
SSMIC is also working with the Ministry of Research and Innovation as part of the Ontario Network of
Excellence (ONE) and is partnered with NORCAT (Sudbury), the Northwestern Ontario Innovation Centre
(NOIC, Thunder Bay) and IION (North Bay) in a pan-Northern approach to innovation and SME support.
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Sault Ste. Marie Innovation Centre Business Plan – 2015
These efforts are designed to strengthen the Northern economy and identify opportunities to capitalize
on the specific areas of expertise being developed in each of the respective areas.
Organizational Structure
The organization functions on a standard hierarchical structure with the Executive Director reporting
directly to the Board of Directors.
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Sault Ste. Marie Innovation Centre Business Plan – 2015
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Sault Ste. Marie Innovation Centre Business Plan – 2015
3.0 INTRODUCTION
The following section provides an overview of SSMIC activities and outlines in detail the main focus
areas for the organization.
3.1 Science and Technology Convergence
Utilizing the framework of the 2006 Community IT Strategy, SSMIC utilizes a two-prong approach to the
development of the science and technology sectors (Appendix A – IT Strategy Recommendations). The
first prong is to establish the environment necessary to develop innovation companies. The second
prong is to develop certain niche opportunities that have been identified based on community
strengths.
The general environment needed to drive the growth of the technology sector is similar to the
environment required for science sector. Startup companies, whether they are science or technologybased often require similar support (funding, business guidance, training, business incubation, etc.).
SSMIC is a dynamic support organization that provides one-stop-shop, concept to commercialization
services for the science and technology sector to:
 Enable entrepreneurs to establish and grow their businesses through business incubation
services, assisting in the acquisition of funding and mentoring resources;
 Facilitate and drive collaborative, leading edge research involving academia, industry and
government research labs;
 Build capacity in key knowledge areas and enrich innovation talent;
 Facilitate access to expertise and capital infrastructure;
 Develop science and technology infrastructure; and
 Create awareness of regional strengths to attract investment and business.
More information about the activities that will be undertaken to “Establish the Environment” necessary
to drive the innovation sector and the specific “Market Development” activities that will be pursued in
the science and technology sectors is contained in the sections below.
4.0 Establish the Environment
In order to foster an innovation economy, certain core components need to be in place. Having
incubation services; access to capital for private sector companies; mentor networks, networking
expertise, academic and government researchers and student programs all play an important role in the
development of the science and technology sectors. This section outlines how SSMIC is working to
develop these components.
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Sault Ste. Marie Innovation Centre Business Plan – 2015
4.1 Convergence Centre
Photo: Travis Favretto
In 2011, SSMIC moved all operations into the Essar Convergence Centre on the campus of Algoma
University. The Convergence Centre serves as an important hub in Sault Ste. Marie to attract expertise
and build the region’s capacity to retain talented youth engaged in today’s science and technology
economy.
4.2 Business Services
With the direction of the Business Development Manager and the assistance of the Business
Development Analyst, SSMIC provides services to science and technology focused businesses within the
region through two mechanisms: direct assistance (i.e. one-on-one services) and through general
venture support activities (i.e. activities that benefit many regional ventures).
SSMIC services are oriented toward a wide breadth of venture types along the commercialization
spectrum including researchers, concept-stage, start-up, SME as well as the larger, established industries
in Sault Ste. Marie and region. Common amongst all these entities however is the development and
commercialization of science or technology as a cornerstone of the business. For the purposes of this
document, these entities are collectively referred to as “businesses”.
Business Services (Direct)
SSMIC provides a number of critical services to assist science and technology focused ventures to
overcome challenges and move quicker on the path to commercialization. Typically, these services fall
under the following categories:
1. Advisory Services
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Sault Ste. Marie Innovation Centre Business Plan – 2015
2. Business Incubation
3. Direct funding support (through SSMIC-managed funds)
1. Advisory Services
SSMIC helps science and technology entrepreneurs bring new and innovative ideas to the market place
by providing valuable business advice and mentorship services to its clients. Through advice and
mentoring, SSMIC successfully provides its clients with foundation of an effective business model
framework that helps them to think strategically and creatively about their business, especially how to
build their organizational capabilities to deliver their value proposition to their target market(s), in the
face of competition.
Similarly, SSMIC assists its clients with business plan critiques and reviews, providing valuable assistance
on how clients should crystallize their vision of future success and using the business plan as a thought
process and a valuable learning lesson to focus on what is important to create success for their business.
SSMIC continuously strives to provide valuable resources such as business and financial templates to
assist their clients in completing their business plans.
Most recently in 2014, the Business Development Team has implemented with its clients the process of
the “Business Model Canvas” framework, a strategic management and entrepreneurial tool that
enables new business start-up to systematically find and serve customers profitably. It also helps the
start-up to clearly identify the nine critical business building blocks such as value proposition, customer
segment, cost structure, revenue streams and other financial and non-financial business infrastructures
that are critical for a business to be viable and sustainable. SSMIC has successfully organized its first
knowledge transfer workshop on “Business Model Canvas” on October 9th, 2014.
Market Intelligence
SSMIC can help SMEs access market intelligence reports from the top marketing research firms in North
America to support the growth of their science or technology business. MaRS Market Intelligence gives
Ontario entrepreneurs access to premium market research resources and services at no cost—all
provided by information specialists with expertise in IT, software, telecom, pharmaceuticals and health
care, biotech and cleantech.
Human Resources (HR)
SSMIC provides valuable human resource services critical for the growth and success of its clients in the
form of:
 Advisory services on identifying skills needed for the startups
 Providing guidance on recruitment and hiring process such as salary packages, etc.
 Providing HR templates on job offer letter etc.
 Providing access to a network of HR Professional Service Providers (PSP)
 Assisting clients in recruiting new hires through SSMIC databases, contacts and networks
Financing Strategy
SSMIC monitors and works to obtain financing sources for IT and science businesses. SSMIC supports
clients in obtaining financing from private capital sources and public funding (federal/provincial).
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Sault Ste. Marie Innovation Centre Business Plan – 2015
Public Funding: SSMIC monitors provincial and federal funding programs to ensure local
businesses are made aware of new programs that can help support their research &
development and business growth. Currently, seed funding programs that exist include the
Innovation Accelerator Program (IAP), the Small Firm Assistance Program (SFAP), the Profession
Services Program (PSP), and the Broadband for E-Business and Marketing (BEAM). Generally
speaking, there is limited capacity among SMEs to complete funding applications and
successfully navigate the review process associated with these funds. SSMIC will continue to
take a role in supporting clients in their efforts to access government funding for projects.
Private Capital: The Northern Ontario Angels (NOA) has been funded by FedNor as a non-profit
organization providing education and information to entrepreneurs to help them become
investor ready and act as a catalyst to form and support angel investor groups in Northern
Ontario. NOA has established a pool of angel investors across Northern Ontario and SSMIC
collaborates with NOA to support their efforts in Sault Ste. Marie.
SSMIC has considerable financial experience and is able to provide value added financial services to its
clients such as:
 Providing assistance in developing financial projections for their business plans
 Providing information of government funding opportunities and guidance and know-how to
access such funds
 Providing access to network of Finance Professional Service Providers (PSP)
Legal/Intellectual Property (IP)
SSMIC is cognizant that a sound understanding of legal and intellectual property management is
important for the success of any emerging science and technology startup and it promotes such
understanding through the following services:
 Provides clients with referral and access to a network of legal Professional Service Providers
(PSP)
 Promotes awareness among clients about the Canadian Intellectual Property Office (CIPO) as a
resource center on IP management.
 Conducts workshops on topics covering legal and IP management
In 2015, SSMIC looks to expand its knowledge base among advisors, increase available programming
(including access to external programs such as MaRS Market Intelligence) and strengthen relationships
with subject matter experts (e.g. legal, finance etc.). These opportunities have been strengthened by
SSMIC’s continuing relationships and funding support from the Ontario Network of Entrepreneurs (ONE)
and the Canadian Digital Media Network (CDMN), as it now has improved access to advisors across the
province from other Regional Innovation Centre’s (RIC’s) and access to a number of sector-focused
innovation centre’s such as: The Accelerator Hub, Communitech Hub, venture Lab, Invest Ottawa, Coral
Communications Enabled Applications (CEA), and Health Technology Exchange (HTX).
2. Business Incubation
Background on business incubators: The National Business Incubation Association (NBIA) identifies
business incubation as an environment and program with certain important characteristics: “it offers a
full array of business assistance services tailored to the client companies; it has an incubator manager on
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Sault Ste. Marie Innovation Centre Business Plan – 2015
site who co-ordinates staff and outside professionals and organizations to deliver those services; it
graduates companies out of the program once they meet the program goals”.
Business incubation is recognized as a viable economic development tool for supporting the
development of new business entities in a community and was recommended for funding within the
Sault Ste. Marie Economic Diversification Strategy under the Small Business Development Growth
Engine. Incubation provides start-ups with affordable rental space & office facilities, but more
importantly, provides access to business mentoring services in order to improve success rates. Business
incubation services have been proven to increase SME success rate from under 30 percent to over 83
percent.
Incubation is an economic development tool that provides the community with the opportunity to grow
new businesses and as such, it may require on-going financial support. Traditionally, incubators do not
produce high profit margins so their value has to be measured against the economic impact of the
businesses and jobs they enable in the community. SSMIC recognizes that the small business sector
creates most of the new jobs in the Canadian economy (Statistics Canada) and as such will focus on
supporting the Small and Medium Enterprise (SME) market. Consider the following:
According to Industry Canada, 98% of businesses in Canada have few than 100
employees; small businesses contribute more than 30 percent to Canada’s GDP; 48% of
the private sector labour force is employed by small businesses. In addition, high-growth
firms are defined as those with average annualized growth rates greater than 20 percent
per year, over a three-year period, and with 10 or more employees at the beginning of
the period. While 4.7 percent of businesses achieved high growth in terms of
employment, they created approximately 45 percent of net new jobs over the 2003–
2006 period. Furthermore, employment for the average high growth firm grew 87.8
percent compared with 0.1 percent growth for the average non-high growth firm over
the same period.
Industry Canada, Small Business Branch, Key Small Business Statistics, July 2011
The above quote clearly shows that the small business community continues to be the primary source of
new jobs in Canada, and it is apparent that the key to sustaining those jobs is to ensure that SME’s are
supported during those first critical years.
SSMIC Incubator: The Business Incubator provides an attractive option to small start-up companies to
form their business and provide support in the critical start-up period. The SSMIC Business Incubator
opened on April 11, 2005. In the first year of operation, the Incubator provided services to four tenant
companies. The tenants are now recruited from the IT and science sectors through leads generated by
advertising and programming as well as through referrals from SSMIC’s partners (SSMEDC, CDC, IRAP,
etc.)
SSMIC Incubator expanded in 2011 as part of the move to the Essar Convergence Centre building, where
it now occupies roughly 4,000 square feet on the second floor, along with SSMIC staff. When fully
occupied, the incubator is able to provide support for up to 13 new startups with a focus on innovative
products and services from the information technology and science sectors. The organization now
offers nine highly-desirable private office suites ranging from 85 to 280 sq. ft. and four pods (42 sq. ft.)
available for either regular incubator or virtual incubator usage at the Essar Convergence Centre office.
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Sault Ste. Marie Innovation Centre Business Plan – 2015
In addition to traditional incubator work spaces, “virtual incubator” space has been a successful
initiative for targeting out-of-town companies to locate in Sault Ste. Marie. The program allows science
and technology companies not yet requiring physical office space in Sault Ste. Marie to have access to
many incubator/SSMIC facilities when on site.
The SSMIC Business Incubator provides an attractive option to small start-up IT and science based
companies to form their business and provide support in the critical start-up period. The Incubator
currently has seven full tenants along with the addition of an IRAP support office:
o
o
o
o
o
o
o
Digital Grounds Inc.
eQOL
Insightworks
Terrafact
SafetyLynx
Veracity Asset Management Group
Wikwemikong Department of Lands and Natural resources
o National Research Council, Industrial Research Assistance Program (IRAP)
The incubator also provided services to several other companies that have since graduated or otherwise
relocated their operations. Recent graduates of the Business Incubator that are now operating
profitable companies in Sault Ste. Marie include Village Media and the Digital Intelligence Group (DiG).
To date, the incubator has supported companies in many of the key strategic focus areas for the City of
Sault Ste. Marie, including renewable energy, information technology and gaming.
Accelerator HUB Incubator: New in 2014, the Accelerator Hub is a 6000 square foot office space in the
heart of downtown Sault Ste. Marie dedicated to collaboration and innovation. Opened in April, 2014,
the Accelerator HUB takes the vision of SSMIC Incubator and expands it allowing for future growth. Two
organizations currently reside within the Accelerator HUB. It is also home to the Grub @ The HUB, an
informational networking event designed to bring together likeminded entrepreneurs in the Sault Ste.
Marie community. The current incubation clients are:
o
o
RBB Innovations
Algoma Games for Health
The City of Sault Ste. Marie has realized tangible economic benefits from the creation of these
businesses. In addition to increasing the local tax base and creating jobs, these businesses support local
diversification initiatives and attract new investment to the community. The focus on IT and science has
enabled the community to both attract and retain high paying, highly skilled jobs.
Over the past five years “needs assessments” of incubator clients has identified that companies and
their owners require increased mentorship and advisory services specifically to solve problems, add
support for high-level strategy development, and assistance with grant writing and financing strategies.
The Business Incubator and its staff work collaboratively to provide this support, ensuring that these
emerging companies are more likely to be successful as they move from concept to commercialization.
Through collaboration with Behr and Associates and the Business Development team, five clients
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Sault Ste. Marie Innovation Centre Business Plan – 2015
including several incubators are in the process of entering global markets with well-established
companies.
Youth Business Incubation
The youth/student business incubator is a new initiative being pursued by the Sault Ste. Marie
Innovation Centre to complement its current Business Incubator. This program is new to Sault Ste. Marie
and the Algoma District. Although business incubation is currently being done by SSMIC presently, this
will be the first attempt at developing an incubation facility specifically geared towards students and
youth. Youth unemployment and underemployment remains at a high level, so the overall goal with the
youth incubator is to give entrepreneurial minded young people an alternative to the traditional career
path. Wherever possible, this new youth business incubator will be developed in conjunction with the
Youth Job Strategy recently released by the Government of Ontario, in particular the funding
opportunities associated with the On-Campus Entrepreneurial Activities (OCEA) and Campus Linked
Accelerators (CLA).
A recent approval of the OCEA program allows for a total project value of $258,400.00 with $129,200.00
coming from OCE over a two year period. This includes funds to hire a Youth Entrepreneurship
Coordinator who will be housed at SSMIC. This program is a collaborative effort between SSMIC, Algoma
University, and Sault College.
3. Direct funding support (through SSMIC-managed funds)
Over the past several years, SSMIC has been successful in attracting larger government funding agencies
to support SSMIC-managed assistance programs for SMEs. Typically, the government agency will provide
a budget to SSMIC which it redistributes in the form of small project grants between $5,000 and $10,000
per project. This program affords an administratively-light process to SMEs for receiving funds for
projects that assist them in overcoming hurdles to commercialization.
There have been several iterations of these from which SSMIC has developed best practices and created
efficiencies in the process that improve the delivery of these programs. SSMIC continues to administer
several programs through the next fiscal year. Moving forward with all funding programs, with the
assistance of his team, Gerry Bugyra the Business Development Manager has branded a new regional
program called the Algoma Outreach Program (AOP). This program will designate specific funding to
areas north of Sault Ste. Marie as far as White River, and East of Sault Ste. Marie as far as Massey to
establish full Algoma support. This program is in cooperation with Economic Development Corporations
and Community Development Corporations that are within the boundaries. The executive directors of
these organizations will assist in the implementation of the Algoma Outreach Program.
NRC-IRAP-sponsored Small Firm Assistance Program (SFAP): This is one of the three programs approved
under the NRC-IRAP 2014-2015 contribution agreement for $100,000.00. It’s a program that provides up
to $5,000.00 to small and early-stage firms to help them access technology, business and/or technical
support services which assist them in their growth or competitiveness. This program has been approved
for $41,500.00 and ends on March 31st, 2015.
NRC-IRAP-sponsored Professional Services Program (PSP): a program which provides a qualified
technology SME with one-on-one consultation and assistance up to $1,500.00 to access a new
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Sault Ste. Marie Innovation Centre Business Plan – 2015
professional advisor for initial assistance in areas relevant to its growth. Eligible services include but not
limited to the following six areas:






Accounting (Chartered Accountant)
Business Strategy
Commercial Law (Lawyer or Patent Agent)
Human Resources (Certified Human Resource Professional or equivalent)
Intellectual Property (Lawyer or Patent Agent)
Technology Development
Although SSMIC maintains a database of preferred service providers, clients are free to choose their
own provider, as long as the provider agrees to the terms and conditions of the program. This program
has been approved for $25,500.00 and ends on March 31st, 2015.
FedNor-sponsored Innovation Accelerator Program (IAP): This fund is a 2-year program designed to
enhance the innovation, commercialization, management and trade capacity of small and medium-sized
enterprises (SMEs) in the Sault Ste. Marie region. The program provides eligible SMEs up to $5,000
assistance per project to help SMEs with developing and commercializing new innovations. The first two
years of this program have been successfully concluded in March 2014 and SSMIC has received
additional funding to implement the program for another 2 year starting September 30 th 2014 and will
end on December 31st, 2016. The new program has been approved for $310,000.00
SSMIC and its clients recognize the value of accessible, timely investments through SSMIC-managed
funds and as such, SSMIC will continue to pursue these opportunities with government agencies and will
work diligently to seek out promising investment opportunities with regional SMEs.
General Business Support Activities (In-direct)
Part of SSMIC’s role in developing science- and technology-based businesses includes providing access
to services that improve the competitiveness of the region. Over the past 10 years, SSMIC has
established itself as an aggregator of knowledge and resources within its domain for the community.
SSMIC plans to continue in this role by providing valuable resources in the following formats:
1. Knowledge transfer and networking events
2. Collaborative projects for business growth
3. Development of competitive knowledge for the region
1. Knowledge transfer and networking events
In its continuous effort to provide networking services and knowledge transfer opportunities to its
clients, SSMIC has successfully organized workshops, seminars and other networking activities relevant
to the growth of the science and technology business.
In 2014-2015, SSMIC is hosting a successful three part NRC-IRAP sponsored workshop series that has
included the following topics and speakers:
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Sault Ste. Marie Innovation Centre Business Plan – 2015
Workshop Title
Keynote Speaker
The Business Model
Canvass
Jane Gertner, Executive in Residence at ventureLAB October
and Paul Rivett, Direct of Client Services at 9th, 2014
ventureLAB
Albert Behr, CEO and President of Behr and November
Associates
4th, 2014
Gil Gruber, CEO of Direct Objective Consulting
Alan K. Hamilton, Global Expansion Expert
January
21st, 2015
Sales and Marketing
for Technology SME’s
Going Global and
Building Strategic
Partnerships
Date
Number of
Attendees
25
15
Pending
NRC-IRAP has approved a budget of $33,000.00 for SSMIC to organize the three (3) workshops under the
NRC-IRAP 2014-2015 contribution agreement. Other business development and networking events
planned for the remainder of 2014 and early 2015 include a Funders Forum and a Station Mall Outreach
Day. In addition to these, SSMIC will be pursuing continued funding from NRC-IRAP for the workshop
series for the Federal fiscal year April 2015 – March 2016.
SSMIC has in the past coordinated monthly TAG luncheons with presentations on a variety of topics
which are useful to our clients and the public at large. These have now been rebranded utilizing ideas
borrowed from Communitech and is now called Grub @ The HUB. This allows us to promote the
accelerator HUB in a business atmosphere with an informative networking event. At present, the first
Grub @ The Hub was a major success with a presentation on Information and Communication
Technology (ICT) integration from SSMIC’s own Angelo Pacione.
SSMIC will continue to work closely with its community partners in the economic development and
small business support field. SSMIC maintains a close working relationship with these organizations to
avoid duplication of services and work on joint initiatives.
2. Collaborative projects for business growth
SSMIC often acts as a catalyst for projects that address a business need in the science or technology
sector, providing project coordination and management services on behalf of project groups and
partners.
This service builds opportunity awareness and includes development services as well as proposal
development assistance. Research and development extension services are provided by SSMIC as a link
between the research community and private sector. SSMIC facilitates increased activity in this area by
establishing processes to increase private sector awareness of research potential and facilitating links
between private sector partners and the research community. SSMIC works closely with its community
partners in the economic development and support for small business field.
Examples of current or past collaborative projects include:
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Sault Ste. Marie Innovation Centre Business Plan – 2015
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A collaboration with Behr and Associates Inc. and Gerry Bugyra, Business Development Manager
is underway to plan a Boston Trade Mission to help develop and create commercialization
between local clients and the Boston business community. This strategic partnership will
connect go-to-market partners, investors, and strategic customers and influencers in the
Northeastern United States with local technology companies. This will focus on building
relationships to drive leveraged revenue, growth, and investment opportunities.
Planning of a Funders forum to help bring community partners in funding such as Banks,
Government Institutions, and Angel Investors together to help local businesses find the funding
that is right for them.
Collaboration with Business Development Bank of Canada (BDC) to encourage SSMIC clients to
access funding from BDC to support their business growth.
Continuous collaboration with Canadian Media Digital Network (CDMN) to allow SSMIC clients
to access their programs such as the Soft Landing program to accelerate their growth and
commercialization in other jurisdictions.
ITSSM.com an online resource for the local IT community, including a directory listing of all IT
the companies involved in the regional IT sector. This helps improve the awareness of both the
IT consumer and IT providers to locate and utilize local resources to meet IT requirements. The
website also includes a unique registration area called Sault Reconnect for “ex-patriots” of the
region who have moved out of the area and are employed in the IT sector. By creating a link to
these individuals, a first step is made to attracting IT revenue, projects and businesses to the
region. Finally, the site provides a number of resources for the local IT community to obtain
information on events, news, bidding opportunities, jobs (including telecommuting
opportunities allowing local IT professionals to work remotely for out of town employers) and
funding resources. SSMIC is in the midst of revising and improving this resource, including the
possibility of expanding it to include science focused opportunities.
SSMIC intends to continue these efforts in 2015 and continuing its lead role within a proposed Algoma
ICT Network Lead.
3. Development of competitive knowledge for the region
SSMIC will continue to lead projects that develop the knowledge base and competitive intelligence of
Sault Ste. Marie with the goal of identifying new opportunities and attracting investment in globally
significant areas of science and technology. The model of having SSMIC lead the development of such
knowledge and competitive intelligence has shown success in the past in attracting investment and will
be leveraged again moving forward in 2015.
SSMIC staff remains highly engaged in the community in a number of activities which assists with
networking and the identification of new opportunities. Some examples include participation on the
following Boards and committees:
 Centre for Research and Innovation in the Bio-Economy (CRIBE) Board of Directors
 Gaming Taskforce
 Destiny Steering Committee
 Anishnabek IT Centre Advisory Committee
 Chamber of Commerce Business Development Committee
 Chamber of Commerce “STRIVE” – Young Professional Group
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Sault Ste. Marie Innovation Centre Business Plan – 2015
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
Sault College Computer Studies Advisory Committee
SSM EDC Incubator Advisory Committee
4.2.1 ICT Project
In June 2013, FedNor officially awarded SSMIC funding for the “Information Communication Technology
(ICT) Project”. The ICT Project was created as a response to research that identified the need to increase
ICT utilization in Algoma’s small-medium enterprises (SMEs), and to further explore ways to achieve
greater economic benefit from Northern Ontario’s ICT infrastructure. The project’s initial lifespan is for
24 months with a possibility for extension thereafter. One of the first steps SSMIC undertook as part of
the project was to hire the “ICT Sector Lead” (Mr. Angelo Pacione), who will be responsible for the dayto-day operations of the project. Mr. Pacione started the role in December 2013.
The primary goals of the ICT Project are:
• Identify gaps in telecom infrastructure to enhance services for SMEs
• Provide ICT training, education, and awareness
• Promote and implement broadband applications for SMEs
Activity areas have been identified to focus on delivering on these objectives. These are described below
with some examples of progress made and future plans for each:


Broadband Connectivity: Areas lacking suitable high-speed internet connectivity (less than
5Mbps download), have been identified and prioritized using FedNor ISP driven coverage data.
Telecommunication infrastructure projects will be initiated via RFPs for these areas with the
anticipation of selecting and working with the qualified vendor to secure further government
funding (FedNor, NOHFC) to assist them in completing the area’s broadband project.
o Goulais River Area Broadband Improvement Project – SSMIC Issued an RFP in August
2014 to deal with the area’s broadband gaps. RFP process closed October 31 2014. A
vendor was selected by December 2014 with the anticipation of actual build occurring in
the first half of 2015. More research will be done to properly identify and prioritize
lacking areas. More RFPs will be issued for these areas with lessons learned from the
initial Goulais project.
ICT Adoption, Utilization and Training: ICT solutions will be promoted to SMEs to encourage
their adoption to modernize and enhance their business practices. SSMIC will provide training
where needed and act as a facilitator and advisory resource to implement these “E-Business”
style solutions.
o FedNor backed funding for the Broadband for E-Business and Marketing (BEAM)
program. Announced on November 10th, 2014, this program offers up to $5000.00 for
small businesses who look to increase marketing endeavors through information
Communication Technologies (ICT). BEAM’s primary goal is to assist SME’s with the
adoption of E-business technologies to improve efficiency, reduce costs, and create
growth through web and marketing, sales, competitive intelligence, and
production/internal operations. These technologies include website development,
search engine optimization, web systems management, social media, analytics, etc. The
program has space for 72 clients over the next two fiscal years for a total of $360,000.00
in funding.
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Sault Ste. Marie Innovation Centre Business Plan – 2015

ICT Education, Awareness and Stakeholder Collaboration: Create awareness and educate SMEs
on ICT technologies. Engage educational institutions to encourage dialog, new programming
and collaboration to enhance ICT usage and interest among students.
o Workshops, Presentations and Training Sessions – Hired speakers for half-day
workshops and presentations (e.g. “User Experience and Your Digital Business” in
November 2014). Locally-based presentations to be delivered by the ICT Lead with
assistance from local IT leaders on informative ICT topics (i.e. Developing Mobile
Strategies) are being planned.
o SSMIC ICT Newsletter Content – ICT section added to SSMIC’s “Eye on Innovation”
monthly newsletter (July 2014). Will include relevant ICT topics, promotion of
events/businesses and Q & A with local IT leaders.
o ICT Advisory Council –ICT Advisory Council formed in April 2014 made up of 17 members
throughout Algoma. Council allows for the exchange of new ideas and address concerns
of the ICT community in order to help businesses and projects to grow, and come up
with solutions to issues or obstacles the ICT sector may face. The Council meets
quarterly and important topics discussed thus far include Youth Outreach related to ICT
education and career options, and workshop/training topic brainstorming.
ICT Sector Promotion – SSMIC is helping promote and grow ICT sector. Jobs Ads have been run
(print and online banners) to promote the ICT jobs available in the area directed back to the SSMIC
External Jobs webpage. SSMIC is also creating an ICT Video to highlight the benefits of the area’s ICT
sector. Video will be used to as promotional tool for business development and as a talent
recruiting tool. Video content will include topics such as: local amenities, existing IT talent, postsecondary institutions, and business support ecosystem.
4.3 Education
An important component of building the science and technology sector is to work with educational
institutions at all levels to develop the talent that will be required to meet our future needs. SSMIC is
working with education institutions at the elementary, secondary and post-secondary level as described
below:
4.3.1 Youth Outreach
In the past, SSMIC has participated with both post-secondary institutions in the City on various
projects and has undertaken a number of activities to support the growth of the IT and Science
sectors in the region.
In 2014, SSMIC coordinated and promoted the “Hour of Code” initiative which is a global movement
reaching 15 million students across Canada and the United States last year alone. The Hour of Code
is designed to demystify code and show that computer science is not rocket-science, anybody can
learn the basics. It’s a critical skill set that the community will need to fill jobs in the future and
SSMIC is happy to promote the event and pleased with the support of both school boards locally.
SSMIC delayed its annual ARTIE (Advanced Research Technology & Innovation Expo) for local youth,
in 2014 in order to coordinate with a larger, multi-organization science and technology event being
organized in Sault Ste. Marie for spring 2015. SSMIC is working with a number of partners on this
initiative and looks forward to a bigger, better youth innovation event as a result of this initiative.
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Sault Ste. Marie Innovation Centre Business Plan – 2015
SSMIC staff also organized and participated in a high-school GIS Day which creates awareness of
geographic information systems and career opportunities in this sector.
4.3.2 Post-secondary outreach
SSMIC works closely with both Algoma U and Sault College to identify new opportunities for the
community. Some important opportunities for 2015 include:

Algoma University
 SSMIC is working with Algoma University on initiatives to increase entrepreneurship and
develop new programs that support community initiatives
 Algoma University participates as a member of the Gaming Taskforce and SSMIC is
collaborating to identify industry research and programming needs that can align with the
university

Sault College
 SSMIC is working with Sault College on initiatives to increase entrepreneurship and develop
new programs that support community initiatives
 SSMIC collaborates with the Sault College Applied Research Centre (ARC) and brings new
opportunities for companies to engage with faculty and students and leverage the
infrastructure that is available at the College.
 Sault College participates as a member of the Gaming Taskforce and SSMIC is collaborating
to identify industry research and programming needs that can align with the college
 SSMIC staff are also members of the Sault College Computer Studies Advisory Committee
and GIS Advisory Committee.
5.0 Sector Development
Beyond providing business support services, SSMIC is proactively involved in developing opportunities
that capitalize on regional strengths and have the potential to generate jobs and wealth in the region.
For 2015, SSMIC has organized these efforts into divisions and will focus on advancing each niche
opportunity and generating revenue from certain activities in order to support the organization. Priority
opportunities being pursued by SSMIC in 2015 include:
Technology
5.1 Video Gaming
SSMIC’s efforts are aimed at cultivating a local gaming cluster that could tie in to local needs (e.g.
Serious Games for Health) or to broader industry trends (mobile application and casual online
development, lottery and gaming modernization).
5.1.1 Algoma Games for Health
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Sault Ste. Marie Innovation Centre Business Plan – 2015
AGFH EXECUTIVE SUMMARY
Vision Framework - Algoma Games for Health
Vision Framework - Algoma Games For Health
Core Values and Beliefs
Purpose
Mission
We are dedicated to serving the customer.
We are committed to research and development of
ideas and products that match the needs of our
community
We acknowledge that our future as a company
depends on the knowledge, imagination,
collaboration, integrity, innovation of our team, and
foremost value the development of these skills.
To improve quality of life through innovative
Grow Algoma Games for Health into a self sustaining
approaches to rehabilitation, therapy and education. venture
We expect to profit from the work that benefits
humanity.
Algoma Games for Health (AGFH) was founded in 2009 and is a provider of serious games designed to
inspire, engage and motivate in the health and education sectors. Our principal offices are now located
on at 258 Queen in the new Accelerator Hub. Algoma Games for Health (AGFH) is a serious gaming
studio that looks to improve quality of life while creating a sustainable and prosperous high tech
business. Through this purpose AGFH will contribute to the creation and nourishment of a video game
development hub in Sault Ste. Marie, Ontario.
A serious game is a game designed for a primary purpose other than pure entertainment. The "serious"
adjective is generally prepended to refer to products used by industries like defense, education,
scientific exploration, health care, emergency management, city planning, engineering, religion, and
politics. Algoma Games for Health focuses on the Health care and Education sectors and has enormous
potential to contribute to the reduction of healthcare costs, improve lives for those in need, and
generate revenue based on sale of product and contract work.
2014 Achievements
Soul Crush Story: In the spring of 2014 the studio completed an e-Learning
product named Soul Crush, for the Centre for Addiction and Mental Health
(CAMH) Problem Gambling Institute of Ontario (PGIO). Soul Crush Story is an
interactive parody highlighting some of the negative impacts of online
gaming, using familiar “Match-3″ style game-play.) This video game is
designed to be an engaging way for educators to deliver health promotion messages related to video
gaming to a generation of gamers. Today’s video games are getting more difficult for people to stop
playing. That’s intentional. Many of them incorporate ‘hooks’ that include advertising, inducements to
spend money, violence and simulated gambling. Using the game Soul Crush Story, teachers, health
educators, social workers and other helping professionals can build awareness of some of the ways in
which games manipulate the user’s behavior, while encouraging an open dialogue about healthy levels
of video gaming. This was a strategic project that has cultivated a strong relationship with an important
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Sault Ste. Marie Innovation Centre Business Plan – 2015
and credible partner in CAMH, which has strong potential to lead to further collaborations and new
opportunities.
Play on Demand (POD) Gaming: AGFH has signed an agreement with
Canadian Bank Note to create products for the charitable gaming market.
The studio has created 6 POD games for charitable bingo halls in the Ontario
market, 3 of which will be owned by the studio and create reoccurring
revenue moving forward. This will position the studio strategically as an
experienced firm in this market where significant barriers to entry exist and
lucrative opportunities. This project has strengthened the relationship with both OLG and CBN and the
potential exists for future collaborative projects.
Sound Blocks: The studio released Sound Blocks for the Apple IPAD in January
of 2014. This is a metalinguistic app, designed to assist with the development
of phonemic awareness, a necessary step to developing reading and spelling
skills. Players are asked to identify which phoneme (sound) is different in a pair
of words. This app remains for sale in the Apple app store and has added
another portfolio piece for the studio moving forward, which is significant for
procuring new business.
God of Air: AGFH completed the game design for this Asthma Medication
self-monitoring app for children ages 7 to 12. This was done for Gekko Cap, a
spinout company of Massachusetts Institute of Technology.
Critical success factors for 2015
AGFH will focus on the following initiatives in 2015:
 Design, build, and launch the juvenile idiopathic arthritis (JIA)product with Sick Kids Hospital
 Further development of existing assets including the eVoxative connect seniors living product
 Expand upon the studio’s presence in the charitable gaming sectors
 Contract for hire work in the health and educational sectors
These initiatives are detailed below.
Health Care
AGFH has signed a contract with the Hospital for Sick Children to create an
educational game for children suffering with juvenile idiopathic arthritis (JIA).
The objective is to develop and test an online game that helps children
learn how to better manage their arthritis. This will occur through a
structured series of daily interactions where children with JIA ages 8-11 will
learn to take care of a virtual pet’s physical, psychological, and social needs related to living with JIA
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Sault Ste. Marie Innovation Centre Business Plan – 2015
This game will be available in English and French. This project will become a signature portfolio piece for
the studio, adding additional credibility and recognition for AGFH.
eVoxative connect has taken the concepts and technology from our online speech therapy portal
enhanced it to create a seniors living experience that allows loved ones to connect with one another in a
fun and engaging manner. AGFH is very bullish on this market and expects the demographics to only
strengthen the potential in years to come. Some of the market highlights include:
• The market size for retirement homes has have shown a significant growth rate, from $13.5
billion in 2005 to $17 billion in 2010 in the United States
• The Canadian market consists of approximately 250,000 long-term care beds in some 2,355
facilities
The product we are developing leverages our existing infrastructure to allow family and friends living a
distance to share a fun gaming experience online enhanced with video conference technology. The
technology will be designed with a simplistic interface allowing seniors to participate with ease. This
product will use a subscription based model with monthly to use the service.
The commercialization strategy for this will involve strategic alliances with partnering organizations who
have strategic positions in the retirement living space. We believe that it is critical for the strategy to
involve an opening blitz that secures a significant market share in the early stages. This is vital to ensure
that competition does not replicate our concept and develop a stronger market presence. The primary
target market is retirement living homes. In Ontario alone there are 634 homes with 77,000 beds. The
top 11 companies control 252 homes or 32,000 beds. The strategy is to sell direct to them and secure a
significant presence early on with direct marketing.
The secondary target market is the consumer market where the product is pitched to the loved ones of
seniors. The sons and daughters of seniors who wish to have more frequent and engaging interaction
with aging family member. This will be done through digital marketing in specific areas to those in this
target market.
Lottery and Gaming
The studio plans to continue the success it achieved in 2014, creating 6 new charitable POD games and
grow the product portfolio in the charitable gaming space. These products will be commercialized in
2015 in the Ontario and Caribbean markets in partnership with CBN. Charitable gaming in Ontario will
see investment from OLG in the near term, enhancing the bingo halls and adding to the player
experience. The size and grow of this market is detailed below.
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Sault Ste. Marie Innovation Centre Business Plan – 2015
The lottery industry is in a state of transition around the world and jurisdictions are evaluating
opportunities to increase revenue by adjusting operating modes to enable private sector partners to
bring new innovation through technologies and business models to achieve better results. This will
create an opportunity for AGFH to create digital media products for this sector that are fresh and
innovative. Like any industry, new technologies and business models have emerged that leverage
advanced hardware, software and internet platforms. These platforms present opportunities for
development in the lottery and gaming sector. This also provides opportunity for better customer
engagement, product development, channel delivery services and revenue generation that can be
realized through these new technology solutions and business models. Furthermore the studio’s
experience with CAMH can be leveraged into new opportunities with OLG around responsible gaming
and awareness products.
Summary
The Sick Kids Project will consume first quarter of 2015. Further work in the charitable gaming space is
also anticipated. AGFH has also been pursuing a number of contracts for various partners in the health
care and education sectors as well as promoting the exiting apps. A third part lead generation service is
also being evaluated for new business generation potential.
Objectives for 2015
1. Expand and commercialize the presence in the lottery and gaming sector
2. Secure new business in the health care and education space
3. Development and commercialization of the eVoxative Connect software
4. Secure a significant contract from a new external organization
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Sault Ste. Marie Innovation Centre Business Plan – 2015
5.2 Geographic Information Systems (GIS)
A Geographic Information System (GIS) is a specific type of information system in which information is
geographically referenced to a specific place or coordinates on earth. This geographically referenced
information is the foundation supporting a broad range of business performance opportunities including
improved infrastructure management, public safety, land use/environmental planning, enhanced
business communications, improved health and human service delivery and spatially significant data
analysis supporting decision making.
SSMIC, in partnership with the City of Sault Ste. Marie and PUC, has implemented one of the most
comprehensive municipal GIS solutions in the world. SSMIC’s GIS department has evolved to become
the Community Geomatics Centre (CGC), a division of SSMIC that serves a large number of clients and
partners – all sharing data and infrastructure to reap the benefits of this impressive system.
A major focus area for SSMIC is the continued growth of the GIS sector in SSM. The CGC is a shining
example of a market development project and has a great deal of potential for future growth. The CGC
operates as a self-sustaining department of SSMIC that is funded directly by the clients accessing its
services.
The CGC has also put Sault Ste. Marie on the map with international coverage of its unique community
model. Coverage in major GIS publications such as ESRI Healthy GIS, ArcNews North and URISA
demonstrate the world-class nature of the solution operated in SSM. In 2012, the Sault Ste. Marie GIS
solution was selected as the Best GIS in Ontario by URISA. Sault Ste. Marie is a four time winner of that
award. The CGC also won an ESRI Award of Excellence in 2012.
Two Consulting studies were completed within the last three years which examined existing shared
service GIS solutions. In both studies, Sault Ste. Marie was shown to be the only proven example of a
proven sustained solution.
“The CGC has compiled one of the most comprehensive and intelligent utilities infrastructure
databases in the world…The CGC has compiled one of the world’s most complex and
comprehensive GIS systems.” Doug Girvin, Stantive Technologies Group 2011 on Wood Buffalo
Shared Services Partnership Proposal
“The closest ‘pure’ Community Information Utility (CIU) model that the Consultant Team was
able to find in an extensive benchmarking and literature review process was the Sault Ste. Marie
Innovation Centre development…The Sault Ste. Marie Innovation Centre is considered to be the
definitive model of the CIU in Canada.
The SSM CIU is, without question, the most advanced organization of its type in Canada….Over
the past decade, the SSM CIU has been leading the country in respect to the novel application of
the use of spatial data with advances in transportation management, natural and resource
management, economic development, municipal governance and management, but, also, for
the purpose of improving health and social services.” CFN Consultants Inc. 2011 on Final Report
regarding the Feasibility Study for the Southwest Nova Scotia Community Information Utility
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Sault Ste. Marie Innovation Centre Business Plan – 2015
The CGC provides a number of benefits to the community which can be attributed to its unique position
within the Innovation Centre. SSMIC has conducted work in this field and presented to a number of
groups locally, provincially, nationally and internationally. From the presentation feedback it is clear that
SSMIC is a leader in this space and organizations are interested in furthering their use of GIS.
The organization also performed a great deal of in-kind community work to support health and social
organizations in SSM. A list of these projects can be found in Appendix C.
Moving forward, the CGC will leverage its strengths in the GIS sector to expand. An opportunity exists in
the current marketplace for the CGC to continue to expand its operations and deliver tangible value to
its clients. The organization is actively recruiting to hire new technical staff in order to facilitate this
growth. Additional background on the CGC can be found in Appendix C -Community Contributions and
Appendix D - CGC Background.
Science
5.4 Energy
Core Values and Beliefs
Vision Framework - Energy Division
Purpose
Mission
We are committed to reducing the environmental
impact of energy conversion
We believe in perusing a greater knowledge of the
latest technologies and analytical skill set to be
used for the benefit of mankind
To have the authority to lead, the creativity to inspire
and the will to foster positive social and
environmental change.
Profit is an essential part of our core. While it is not
the sole goal of our department, in the context of our
opportunities, profit must be a result of our
contribution in order to continue to operate.
to unlock the potential of the people of central
Algoma to build and sustain a responsible,
progressive, and rewarding energy community.
To execute the Smart Energy Strategy
The SSMIC Energy Division made significant strides in 2014 and will continue to execute the smart
energy strategy in 2015 and a number of development initiatives with corporate partners.
2014 Achievements
 Successfully planned and hosted the Energy Opportunities Conference, a first time event that
was well received
 Creation of an award winning “Energy Innovation Hub” branding campaign
 Successfully executed a Northern Ontario Energy Sector Improvement Plan
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Sault Ste. Marie Innovation Centre Business Plan – 2015


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Completed the bio based RFP process and have been working with the Battelle Memorial
Institute
Was awarded a smart grid project with the Ministry of Energy and corporate partners Energizing
Co., PUC, and Leidos - Smart Grid Investment Modeling Software
Assisted local energy company in securing funding for a reactive power project to be developed
in our community
2015 Opportunities and Objectives
 There is potential to secure the resources for an additional smart grid project in Sault Ste. Marie.
 Continue to work with partners to advance a bio products initiative that will utilize the areas
vast fiber supply
 The success of the Energy Opportunities Conference has created a number of leads for follow up
and potential new projects
 Investigate the potential for LED street lighting and the creation of software in-house to monitor
and control the assets
 Creation of Community Investment Company - This will be investigated in detail in 2015 through
working in partnership with subject matter experts.
 Continue to perform outreach and branding for the community energy sector
 Collaborate with existing partnerships to develop bio-based projects in Sault Ste. Marie
 Investigate energy storage and collaborate with technology providers and partners
 Continue to support EWI new plant expansion and corporate transition to maximize potential
for Sault Ste Marie
 Support gel content testing for Heliene
5.5 Bio-Sciences
RAIN Project Summary
The Algoma Rural Agri-Innovation Network (RAIN) is close to finishing its second year of the 3-year pilot
project for the delivery of projects and services beneficial to the agricultural and agri-forestry sector in
Algoma. RAIN’s vision is to connect Algoma’s agriculture community with timely information and
support to improve opportunities for maximizing the value of rural based crops, commodities, products
and services. RAIN aims to accomplish this vision through agri-based research coordination, creating
links to technical, marketing, human resource capacity and business development assistance within the
region.
Both SSMIC and NORDIK Institute have gathered support for the RAIN from local producers, businesses
and government funders (including Northern Ontario Heritage Fund Corp, Ontario Trillium Foundation
and FedNor). The pilot funding covers the period from January 2013 to the end of December 2015.
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Sault Ste. Marie Innovation Centre Business Plan – 2015
Funding includes: Ontario Trillium Foundation $81,000, NOHFC $262,750, FedNor $262,750, RAIN
partners $112,000. Since its formation, RAIN has expanded its services and programs to expand the
sector, including infrastructure development projects for creating value-added products and installing
tile drainage. RAIN’s applied research has attracted additional funding and support from various private
and public sector entities, including Growing Forward 2 (OMAFRA), Ontario Healthy Communities
Coalition, Ontario Sheep Marketing Agency, and Boreal Agrominerals.






The RAIN Terms of Reference identified five key areas that were focused on for the RAIN pilot
project; these are being addressed in the following ways:
Research and development – RAIN has been leading several research projects and crop trials for
agricultural research on new crops and best practices from a Northern perspective. Projects
have included the Algoma Pasture Improvement Project, Crop Trials on Oilseed Varieties,
Biomass Crop Trials, Bobolink Hay Project, Season Extension Trials, Local Food Consumer Market
Research and the Agricultural Engineering Analysis and Development Strategy for Tile Drainage
& Storage Infrastructure in Algoma District.
Infrastructure development – RAIN has been leading a number of infrastructure development
projects including regional tile drainage and land clearing projects as well as a new program
called Sustainable New Agri-Food Products (SNAP) program for equipment purchases that
create value-added products. Infrastructure development projects have and will take place in
Algoma and Manitoulin Island. SNAP is a pan-Northern program that is coordinated by three
other organizations.
Networking assistance and business development – RAIN has undertaken several workshops
that relate to crop production, marketing and farm development. RAIN has engaged over 250
farms and businesses from Algoma, Manitoulin and Massey through its research, programs and
attendance at workshops, including the RAIN Ag & Food Symposium and farm tours. RAIN aims
to continue these workshops in 2015 with its Ag & Food Symposium and workshops.
Public outreach and communications – RAIN has presented the needs of Algoma growers to the
general public, government agencies, private sector and the education sector through events
(local food festival), class presentations (Sault College, Algoma University) and ongoing research.
Resource and data collection – RAIN has been developing a database of GIS datasets for local
producers that will be accessible by local producers and groups.
Critical success factors for 2015
- Completion of the RAIN pilot project – 2015 will be the last year of the pilot and staff will
finalize research studies that were undertaken throughout the pilot. While some projects will
still be ongoing (Pasture Improvement), most will be reported on and finalized.
- Continuation of RAIN’s research projects – In 2014, RAIN established a temporary location
where it conducted research experiments on specialty crops and oilseeds. While RAIN is getting
results from this crop trial location, it was a wet year and it has been difficult finding a
permanent location. RAIN will take another approach in 2015 for conducting research
experiments through grower cooperation. Research will be done in collaboration with more
producers so that there is a larger impact in sharing results.
o With the Algoma Pasture Improvement Project established and funded, other
opportunities for research in 2015 include strip trials with Bayer (on soybeans and
canola), specialty crop trials (spelt), keyline plowing project (funding pending) and
additional forage extension trials with cooperators in Echo Bay.
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Sault Ste. Marie Innovation Centre Business Plan – 2015
-
-
Sustainability of RAIN – In 2014, RAIN’s additional revenue from SNAP, Tile Drainage,
membership, Eat Algoma, events and Greenbelt is projected to raise $24,000 in revenue.
o Tile Drainage and Land Clearing projects are expected to raise $35,000 in new revenue
for RAIN that will be used in leveraging new RAIN projects in 2015.
o Fundraising for RAIN in 2014 was able to raise $10,000 in new revenue from Eat Algoma,
symposium and workshops (above a target of $6,000). It is anticipated that new revenue
in 2015 will generate another $15,000 from fundraising events like Eat Algoma and a
farm harvest dinner.
o Research projects in 2015 that are anticipated for starting up include the keyline
plowing project (pending) and a strip trial project with Bayer Crop Science. The
approved Algoma Pasture Improvement Project will continue into 2016, which will
support existing staff.
o The SNAP program has been successful and RAIN will be reapplying to administer the
program again in 2015.
o Other projects under development include a food safety training program in partnership
with Sault College, a farm policy research project and a Sault & Area Food Strategy, an
exclusion fencing project with the MNRF Land Stewardship and Habitat Restoration
Program (LSHRP).
Stakeholder support for infrastructure development –With infrastructure support in place for
Tile Drainage, additional support is needed for storage improvements. While producers are
interested in joining consortiums that require on-farm storage, it is unclear if government is
willing to assist with programs at this time. There is an opportunity to develop off-farm
centralized with the Regional Agricultural Co-op, but producer support would need to be built.
RAIN will be exploring opportunities for conducting a feasibility study for establishing off-farm
centralized storage.
7.0 SWOT ANALYSIS
Strengths
o SSMIC has a strong staff which provides the organization with deep experience that will help to
create transformational change in the development and growth of the science and technology
sectors.
o
SSMIC plays a critical role within the City of Sault Ste. Marie’s Economic Diversification Strategy.
The SSMIC is a pivotal element in two of the six growth engines (Research & Development and
Energy).
o
SSMIC is well positioned within the framework of the Federal and Provincial government’s
innovation strategies to be used as a vehicle to attract future funding to the District. The focus
areas identified by Federal and Provincial Federal innovation strategies directly align with the
focus areas identified by SSMIC:
o
Federal S&T Strategy focus areas:
 Environment and agriculture
 Natural resources and energy
 Health and life sciences
27
Sault Ste. Marie Innovation Centre Business Plan – 2015
o
 Information and Communication Technologies
 Advanced manufacturing
Ontario Innovation Agenda
 Clean Technologies
 Advanced Health Technologies
 Digital Media and Information and Communication Technologies
o
Many government programs are focused on assisting innovative SME businesses – a perfect fit
for SSMIC.
o
SSMIC is fostering a sector that is vital to the community. Studies have shown that the
innovation sector (comprised of science and technology) will continue to play a major role in the
economy and within the operations of almost all business operations. Further, these jobs are
highly skilled, high paying jobs which can help retain our talented youth. The targeted sectors
are also ones that are geography neutral – organizations in Sault Ste. Marie can serve a global
marketplace.
o
The GIS elements of SSMIC are widely recognized within the marketplace as credible resources
and provide the capacity for future revenue generation.
o
SSMIC is a known element within the IT and science business community and has established
relationships with small businesses that can be utilized to facilitate partnerships that will enable
those businesses to attract business and increase revenue.
o
SSMIC has momentum. Additional funding support, growing recognition and the traction within
its market development focus areas – all point to increasing benefits being delivered by SSMIC
and growth of the science and technology industries in Sault Ste. Marie.
o
Excellent network of contacts and collaborators which includes non-profit organizations,
government organizations, universities, industry, funding agencies.
o
Flexibility to adapt and take on highly technical & upper management projects in a skilled and
efficient manner.
o
Servicing a sector that has strong and continual growth globally
Weaknesses
o Many projects undertaken by SSMIC involve multiple partners and, in many cases, multiple
funding agencies which increase the time required to complete initiatives.
o
SSMIC’s economic development activities are largely dependent on public funding.
o
A lack of staff resources hindered growth of the Innovation Centre and certain projects in 2014 –
almost all funding programs will not support operational costs yet core funding for staff is a
prerequisite to being able to apply for, manage and deliver projects.
28
Sault Ste. Marie Innovation Centre Business Plan – 2015
Opportunities
o The implementation of the Community Smart Energy Strategy and projects with global energy
partners presents an opportunity for economic growth.
o
The modernization process of OLG creates an opportunity for Sault Ste. Marie as major new
private sector players will emerge and SSMIC has the opportunity to engage through a Next
Generation Lottery and Gaming Centre.
o
The GIS skills and products developed within the SSMIC are leading edge and recognized as
among the best in the Province of Ontario. GIS services are being marketed through
partnerships and the efforts of SSMIC staff.
o
Algoma Games for Health has many opportunities to expand their business through the sale of
the eVoxative platform, iPad apps and contract game development.
o
SSMIC is positioned to work closely with its partners in Sudbury (NORCAT), Thunder Bay (NOIC)
and North Bay (IION) to further the Pan-Northern focus on incubation and innovation.
o
The convergence of innovation activities across the province (IT and sciences) presents unique
opportunities in Sault Ste. Marie to drive new business growth and economic diversification.
Threats
o Tightening government budgets from both the province and federal government will likely mean
that funding programs that support companies and SSMIC activities are reduced.
o
Declining enrolment in post-secondary programs locally (and across the province) is creating an
extremely tight labour market where a lack of resources may impede growth.
o
An important source of funding for core operations comes from the City of Sault Ste. Marie
which faces ongoing budgetary pressures
8.0 Marketing Strategy
Marketing and Communication Plan 2015
a.
b.
c.
d.
e.
f.
Analytical Foundation
Critical Value Factors
Strategic Marketing Approach
Next Steps
2015 Budget
Web Analytics
8.1 Analytical Foundation
1. SSMIC Marketing Mission Statement
29
Sault Ste. Marie Innovation Centre Business Plan – 2015
Produce targeted and consistent messaging as a framework for promoting SSMIC’s four core six areas,
including gaming, SME/incubator services, smart energy, GIS, water sciences and bio-sciences to
facilitate growth of the science and technology sectors locally and regionally.
2.
Objective of the Strategic Marketing and Communications Plan 2015
The Strategic Marketing and Communications Plan 2015 establishes a framework for building on SSMIC’s
strengths over the past year, while implementing targeted and strategic changes into 2015.
The Strategic Marketing and Communications Plan 2015 maps the external communications for the
organization including communication strategic objectives, messaging, media, audience, responsibility
assignments, budget, measurements and evaluation. This plan centers on six main development
initiatives within SSMIC and outlines strategic approaches in leveraging communications for these
groups.
Business Support Services /Business Incubation
Game Technology (AGFH)
Smart Energy
Geographic Information Systems (CGC)
Rural Agri-innovation (RAIN)
SSMIC General initiatives and events
3.
Setting Objectives
Marketing and
Communications Department
OBJECTIVES 2015
SME Support/Business
Incubator Services
Create a targeted marketing
plan that will foster economic
growth in Sault Ste. Marie.
Foster and strengthen
partnerships in the community
to drive growth of business
incubator.
Vision: Produce targeted and consistent messaging
as a framework for promoting SSMIC’s six core
focus areas, including gaming, SME/incubator
services, alternative energy, GIS, water sciences and
bio-sciences
Supporting Actions
1. IRAP workshops - continued targeted
advertising plans tailored to topic
2. Grub @ THE HUB – to reach new target
groups and small business owners in the
community - implement unique marketing
methods in reaching appropriate groups
3. SME/Incubation services –update
promotional items and sales slicks to
support Business Development team in
attracting new tenants to the
incubator/accelerator specific to incubation
and new downtown facility. Include and
focus on success stories to drive incubation
contracts.
4. Use public relations techniques through
new and existing partnerships to drive
growth of the business incubator
30
Sault Ste. Marie Innovation Centre Business Plan – 2015
Gaming
-
AGFH and NextGen
Lottery and Gaming
Assist with the creation
and establishment of
Algoma Games for
Health (AGFH)
marketing and
communications
initiatives, including
strategy and approach.
Smart Energy
Continue Smart Energy
Strategy implementation for
SSM and coordinate marketing
and promotion activities
5. Refocus Business Services web presence of
SSMIC.com
6. Partner with various economic
development groups in the region to create
awareness of the incubator to
entrepreneurs and innovators
7. Rework website content to demonstrate
track record of success established by the
incubator since moving into the Essar
Convergence Centre
8. Continue to host and promote professional
development events and business support
programming
9. Engage marketing, IT, accounting staff with
clients to share ‘best practices’ and
expertise with early-stage entrepreneurs
who lack role specific staff (e.g. too early
for a dedicated marketing professional)
Supporting Actions
1. Scheduled press releases, newsletter focus
and Sault Star monthly column promotional
activities
2. Continue to create sales slicks and other
support materials as new products are
released
3. Provide new marketing materials to
promote AGFH’s expansion into lottery and
gaming development
4. Create awareness and excitement about
AGFH initiatives through general marketing
(e.g. press releases) in order to grow the
potential private sector interest
5. Market SSM through Lottery and Gaming in
various communications tactics (ie.
Promotion at airport) in order to promote
lottery and gaming sector locally
Supporting Actions
1. Produce promotional materials with
community partners
2. Scheduled press releases, newsletter focus
and Sault Star monthly column promotional
activities
3. Provide advisory and other services during
strategic marketing sessions with
community partners of Smart Energy
Strategy Marketing Committee
4. Run ssmicenergy.com as micro-site of
31
Sault Ste. Marie Innovation Centre Business Plan – 2015
GIS/Community Geomatics
Centre (CGC)
Develop and implement
marketing and communications
of GIS activity, market
development projects and
general promotion of the CGC.
Bio-sciences (RAIN)
Continue to promote biosciences through market
development projects and
conferences.
ssmic.com
5. Continue to host and promote various
events and programming that supports the
growth of this sector
6. Promote various aspects of the Smart
Energy Strategy to stakeholders to achieve
buy-in and increase activity
7. Continue to provide consistent branding
support to integrate Energy and the
Environment activities under the SSMIC
banner
Support Actions
1. Develop strategic marketing and
promotional campaigns for GIS market
development projects
2. Scheduled press releases, newsletter focus
and Sault Star monthly column promotional
activities
3. Run ssmicgis.com as micro-site of
ssmic.com
4. Continue to promote the solutions and
provide marketing materials to support
new opportunities
5. Develop and implement new branding and
messaging for moving into “Smart City” and
“Big Data” product lines
Supporting Actions
1. Create and update promotional materials
for bio-sciences group with marketing slicks
2. Continued support toward RAIN initiatives,
events, and overall marketing and
communications work
3. Advise on and support RAIN Market
Development Specialist on related
conferences, workshops, annual events
4. Scheduled press releases, newsletter focus
and Sault Star monthly column promotional
activities
5. Run ssmicbiosciences.com as micro-site of
ssmic.com
Internal and External Analysis
The Sault Ste. Marie Innovation Centre Strengths Weaknesses Opportunities and Threats report for 2014
are listed below as guidelines for the 2015 planning year.
32
Sault Ste. Marie Innovation Centre Business Plan – 2015
Strengths
 Strong knowledge based sectors and
research groups
 Economic benefit to community
 Reputable brand within the
community
 Increased and ongoing PR within the
community as a trusted resource in
science and technology
 Unique to markets/limited
competition
 Relationship with RIC Marketing
committee for overall best practices
and shared resources
Opportunities
 Strong 2012-2014 branding and press
coverage for SSMIC
 New funding programs and new
fundable projects
 Momentum and progress associated
with market development projects
 Integrated networks – ONE, BTCC
which provides greater access to
resources
 Stronger relationships with innovation
centres provincially
 Strong community outreach
Weaknesses
 Keeping up with continued growth of
SSMIC and associated projects, market
development activities in focus areas
 Reliant on funding
 Multiple associated website/domains
associated with SSMIC
Threats
 Possible loss of adequate funding
 Change in political will
 Community members who do not
support SSMIC
 Community members who are
unfamiliar with SSMIC
objectives/market initiatives
 Community members who are
apprehensive to learn about SSMIC
8.2 Critical Value Factors
1. Analytics 2014
Media Channel
Twitter Handle @ssmicnews
Facebook /ssminnovationcentre
Youtube Channel –
Sault Ste. Marie
Innovation Centre
Newsletter
2014 Goals
2015 Goals
700 followers
Current Results to
Date
780 followers
500 friends/followers
300 friends/followers
500 friends/followers
25 SSMIC produced
video uploads
19 SSMIC produced
video uploads
25 SSMIC produced videos
35% Open Rate
56.2% Open Rate
65% Open Rate
1,000 followers
33
Sault Ste. Marie Innovation Centre Business Plan – 2015
Sault Star
ShawTV
Press Releases
500 Subscribers
65 articles, news
items, increase in
news coverage,
monthly columns, etc.
3 segments per year,
renewed partnership
405 Subscribers
58 articles, news
items, increase in
news coverage,
monthly columns
3 segments to date,
renewed partnership
600 Subscribers
65 articles, news items,
increase in news coverage,
monthly columns
20
24
25
6 segments per year,
refocused partnership
2. Prioritized Communications – Customer Focus











SSMIC General Communications
Startups/Entrepreneurs
Funding Organizations
City Council
Community/Citizens of Sault Ste. Marie
Ontario Network of Excellence
RICs/Provincial innovation centres
Market development and project initiatives - target clients within target market for:
 CGC
 Algoma Games for Health (AGFH)
 Smart Energy Strategy
 Rural Agri-Innovation Network (RAIN)
Business Support Services (including incubation)
Businesses in Algoma Region
Community and citizens of Sault Ste. Marie
Funding Organizations
City Council
Algoma Games for Health, AGFH
 TBD
Smart Energy
Private sector (locally, nationally, internationally)
Community and Citizens of Sault Ste. Marie (buy-in)
City of Sault Ste. Marie
Economic Development Corporations
Consultants






Geographic Information Systems (Community Geomatics Centre, CGC)
Community and citizens of Sault Ste. Marie
o Project-specific sub-groups: Vulnerable Persons Registry
 Seniors
 Family of potential registrants
34
Sault Ste. Marie Innovation Centre Business Plan – 2015


 All eligible registrants
 Accessibility Centre
 Canadian Paraplegic Association of Ontario
 Alzheimer’s Society
 Canadian Hearing Society
 Canadian Mental Health Association
 Canadian Red Cross
 CNIB
 Community Living Algoma
 Ontario March of Dimes
 Program for Assertive Community Treatment (PACT)
 Seniors Mental Health
Funding organizations
City Council




Rural Agri-innovation (Rural Agri-Innovation Network, RAIN)
Farmers
Consumer of Farming Products
Local food movement/community
Mill Market community
8.3 Strategic Marketing Approach
1. Audience Profiles
Segment
Business
Incubation



Established
Businesses


Government



Education


Profile
Technology and Science
community
Technology and business
experts
Entrepreneurs
Technology and Science
community
Businesses utilizing technology
within operations
Government decision makers
(municipal, provincial, federal)
Funding agencies
Like-minded organizations
(SSMEDC, CQI, CDC, Destiny
SSM)
Community groups
Educational institutions

















Needs
Funding/Financing
Consulting
Business Leads
Employees
Office Space
Marketing
Knowledge Share
Training
Consulting
Funding
Knowledge Share
Training
Training
Knowledge Share
Program Delivery
Return on Investment
Collaborative funding opportunities

Training
35
Sault Ste. Marie Innovation Centre Business Plan – 2015



Youth


General
Public

(Algoma University, Sault
College)
Academics
Researchers



Knowledge Share
Program Delivery
Collaborative funding opportunities
Students in Primary and
Secondary School
Focus on Computer Science,
Science and Business programs
Focus on high school, college
and university students
Residents of Sault Ste. Marie
and the Algoma region




Education
Exposure to Science and Technology
Funding for Summer Jobs
Career options

An understanding of the benefits of
invested tax dollars
General interest in Technology and
Science
A bright future for youth in the
region


2.
Partnerships
SSMIC has identified a number of partners who contribute to fulfilling the organization’s mandate.
Primary partnerships are defined by agreements, while working partnerships are defined by working
relationships.

Primary Partners
City of Sault Ste. Marie

Working Partnerships
Northern Ontario Heritage Fund Corporation

Ministry of Research and Innovation

Ontario Trillium

SSM Economic Development
Corporation

Northern Technology Alliance (NORCAT, IION,
Northwestern Ontario Innovation Centre)

Sault College

Members of Ontario Network of Excellence

Algoma University

Health Informatics Institute

IRAP

ISRI

MaRS Business Acceleration Program

GLFC

Regional Innovation Centres (RICs)

OFRI

Destiny Sault Ste. Marie

Catholic and Public School Boards

Local developers – Blueforest Developments
36
Sault Ste. Marie Innovation Centre Business Plan – 2015
8.4 Next Steps
Action Implementation 2015 based on 2014 SWOT Analysis
Problem 2014
Stakeholder/community
understanding of
SSMIC’s function/scope
SSMIC’s growth in
market development
projects/focus areas
Solution 2015
Continued emphasis on
positive press coverage of
SSMIC activities and
projects to represent
benefits of invested tax
dollars
- Redevelopment of
SSMIC.com to
highlight growing
and successful
divisions
Action
Increased press coverage
-
-
Redevelopment
and refocus of
ssmic.com
Schedule monthly
meetings per focus
area to ensure all
divisional needs are
met
Potential Outcome
A better
understanding of
SSMIC projects and
initiatives/investment
of tax dollars
Focused and
consistent messaging
on behalf of the
organization and
within the
community. One
voice.
Multiple online
properties of
SSMIC.com
Establish micro-sites of
SSMIC.com, including:
ssmicgaming.com,
ssmicgis.com,
ssmicbiosciences.com,
ssmicwater.com,
ssmicenergy.com
This approach will
provide easily
digestible content in
the form of microsite and will allow
each division to
individually post and
publish information
in a timely fashion
Limited Budget
Increased public relations
Stronger relations
amongst innovation
centres
Increased awareness
Stronger relations
with community
influencers
Create a reputable
brand for SSMIC
Role on RIC Marketing and
Communications
committee
See Appendix F for additional marketing statistics and results.
37
Sault Ste. Marie Innovation Centre Business Plan – 2015
9.0 RESOURCES
It goes without saying that the success of an endeavor of this size and scope relies heavily on the
committed actions of the leaders and staff of the Innovation Centre. The Directors of the SSM
Innovation Centre are:
9.1 Board of Directors














Dereck Whitmell; Acting VP, Lottery IT, EIM & iGaming - Chair
Lisa Richter; Vice President, Human Resources, Northern Credit Union - Vice Chair
Kelly McLellan; Director, Financial Transactions and Administration; OLG - Treasurer
Kirsten Corrigal; Supervisor, Tenure Implementation Unit, Ontario Ministry of Natural Resources
– Secretary
Karen Bird; Renewable Energy Director, Batchewana First Nation of Ojibways
Nevin Buconjic; Strategic Business Advisor, Ontario Ministry of Natural Resources
Steve Butland; City Councillor
Dr. Ron Common, President, Sault College of Applied Arts & Technology
Jim Harmar; Senior Partner, Shelby Environmental Services
Dr. Richard Myers; President; Algoma University
Kirk Rothenberger, General Manager, IT; Essar Steel Algoma
Art Osborne; Ontario Regional Communications Advisor, Natural Resources Canada/Public
Affairs and Portfolio Management Sector, Ottawa
Chris Wray; CAO/Clerk/Treasurer, Municipality of Wawa
Mayor Christian Provenzano (Ex-Officio)
10.0 FINANCIAL OVERVIEW
Funding Requirements
SSMIC has developed core expertise and a focus on innovation that is critical to the future of Sault Ste.
Marie and the Algoma region. Current strategies and a number of past reports and activities support to
the importance of this work:
 In 2010, SSMIC became a member of the Ontario Network of Entrepreneurs, a province-wide
innovation network and the Northern Technology Alliance, a partnership among the technology
centres in Northern Ontario (NORCAT, Sudbury; Northwestern Ontario Innovation Centre,
Thunder Bay; IION, North Bay).
 In 2008, SSMIC was supported as the organization to lead the “Research and Development” and
“Renewable Energy” growth engines by Destiny SSM.
 In 2008, both the Federal and Provincial governments released science and
technology/innovation strategies whose focus areas directly align with those of SSMIC.
 In June of 2006, SSMIC accepted the mandate to action the Community IT Strategy as developed
by Destiny SSM, a third party consultant and a group of community IT stakeholders.
 In May of 2003, an independent third party review of the organization revealed the need for
core funding to support the economic development and job creation efforts of the SSMIC.
38
Sault Ste. Marie Innovation Centre Business Plan – 2015

In 2002, the Economic Diversification Strategy recommended that incubation services be funded
(Small Business Growth Engine, Item 2.3) and that operational funding for the SSMIC be
provided (Knowledge-based Development, Item 5.2).
In 2006, SSMIC made an important step forward when it was approved for core funding in the amount
of $277,890 by the City of Sault Ste. Marie. This endorsement of the activities of SSMIC is critical to the
success of the organization and provides a stable platform from which the organization can grow. The
core funding is subject to annual review and SSMIC entered into an accountability agreement with the
City of Sault Ste. Marie in 2010 to ensure it delivers value for this investment and achieves the goals it
has set out for the organization.
The funding received from the City is used to operate the economic development activities of SSMIC.
More specifically the staff and expenses related to operating the Business Incubator, Business Support
and Market Development services. These services have proven to provide significant economic
development value to the City of Sault Ste. Marie and surrounding region. As the science and technology
sectors continue to grow around the world, it is important that Sault Ste. Marie take proactive steps to
ensure it fosters the growth of these important components of its economy.
It is important to note that the Community Geomatics Centre is funded entirely through the services it
provides to clients and is self-sustaining. The only overlap that occurs in this area is that the GIS sector
has been identified in the Community IT Strategy as a niche opportunity to be exploited. Therefore,
effort does go into developing the GIS sector for growth as part of the economic development activities
of SSMIC.
SSMIC is well positioned to serve as a catalyst for economic development and job creation in the science
and technology sectors of our economy. It is one of several non-profit organizations that are
contributing significantly to the local economy. This represents a new way of doing business in the 21 st
century, one that is tailored to the growing trend in innovation development. Across the province, nonprofit organizations are playing a critical role in advancing the knowledge economy, creating jobs and
bringing economic development opportunities to their regions. Opportunities continue to emerge in the
science and technology sectors in Sault Ste. Marie and the city is well-served to have an organization
that is focused to take advantage of such opportunities.
2015 Budget
With the support of our major funding partners, 2015 will continue the positive momentum SSMIC and
its clients & partners are generating in the community. Strong leadership, organizational focus and
improved communication have resulted in a stronger SSMIC and solid contributions to the
diversification of the economy.
With the City of Sault Ste. Marie’s strategic, core funding investment of $277,890, the Innovation Centre
provides important economic development services that grow the science and technology sectors and
diversify the economy in Sault Ste. Marie and region. Any additional revenue brought in by service fees
is applied towards growing the capacity of SSMIC and providing improved programming and services to
the community.
39
Sault Ste. Marie Innovation Centre Business Plan – 2015
The table below provides an overview of the SSMIC Budget for 2015. The core operations of SSMIC
(economic development and Community Geomatics Centre) are expected to breakeven.
Budget
SME/CGC/
Incubator
REVENUE
CGC Sales
Funding Revenue
Other Revenue
Internal
Distributions
TOTAL REVENUE
1,470,481
3,426,214
195,334
207,505
5,299,534
EXPENSES
Wages and Benefits
General Admin
Amortization
Internal Distribution
2,796,922
2,187,559
107,548
207,505
TOTAL EXPENSES
5,299,534
PROFIT/(LOSS)
$0
In 2015, our target is to help create 50 new jobs in the community.
Existing Jobs
New Jobs
Five Year Total
2010
175
30
2011
205
58
2012
263
45
2013
308
35
2014
343
50
393
Funding Requirements
For 2015, SSMIC is asking the City to continue its support of $277,890. SSMIC has not asked for an
increase in ten years and has merged with two other organizations to form the science and technology
development platform for the community.
Cost Benefit Analysis
1.
The investment of $277,890 in 2015 is expected to create 50 full-time jobs in the City of Sault
Ste. Marie and the Algoma District. Using an average job value of $41,000 the annual value of
the new jobs is $2,050,000. Using an average salary rate for SSMIC at $57,000, the total value of
40
Sault Ste. Marie Innovation Centre Business Plan – 2015
these jobs is $2,565,000. This figure does not include full-time staff of the SSMIC and all salary
figures are based on direct salary values – multipliers have not been applied.
2015 Job Estimate
Type
New Jobs
SSMIC Staff
Total
Number of Jobs
50
45
80
Value
$2,050,000
$2,565,000
$4,615,000
41
Sault Ste. Marie Innovation Centre Business Plan – 2015
11.0 CONCLUSION
The Sault Ste. Marie Innovation Centre looks forward to a year of growth in client companies, exciting
projects and organizational development. The organization will continue to take proactive steps to build
sustainability into its operations through unique revenue generation activities. SSMIC will be
undertaking the development of a multi-year strategy document in 2015 that will serve the organization
moving forward and plan for future growth and sustainability. The organization has identified a number
of promising initiatives in the science and technology sector and will also continue to collaborate more
actively with innovation centres across Northern Ontario and the province as part of the new Ontario
Network of Excellence.
The organization will continue its efforts to establish an environment that allows innovation to flourish
in the region. This involves creating effective, tangible support services for private sector businesses;
working closely with the academic sector to drive the formation of research projects; continuing to
develop strategic market sectors and conducting youth outreach to foster the next generation of
researchers and entrepreneurs.
Building on the community’s niche strengths, SSMIC will focus on proactively developing:
 Technology
o Video gaming
o GIS
 Science
o Alternative energy
o Agri-innovation
From a GIS perspective, SSMIC is anticipating growth of its award-winning Community Geomatics
Centre. The leading edge work conducted by this department continues to gain recognition across North
America and the organization will take further steps to leverage this initial success and drive growth of
the GIS sector in the region.
The global market clearly recognizes the critical role that the knowledge-based economy will have on
future growth and prosperity. SSMIC serves as the catalyst for growth in the science and technology
sectors and promotes new projects that are vital to our region. Opportunities continue to emerge in the
innovation sector and the City of Sault Ste. Marie is well-served to have an organization that is focused
to take advantage of such opportunities.
The true test of the organization is whether or not it adds value to the community of Sault Ste. Marie
and the District of Algoma. The creation of new jobs over the next year, attracting project funding to
the community, supporting the growth of new and existing science and technology firms and the
development of strategic markets readily justifies the support required to sustain the organization.
SSMIC has emerged as an important component of the economic development activities in the region.
Under the guidance of a strong Board of Directors, the SSMIC will enjoy future successes and excel in its
role as a catalyst for economic development in the science and technology sectors in 2015, and beyond.
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GLOSSARY
AU
Algoma University
CBN
Canadian Banknote Corporation
CDC
Community Development Corporation
CFI
Canada Foundation for Innovation
CGC
Community Geomatics Centre
GHC
Group Health Centre
GIS
Geographic Information Systems
ECSSM
Enterprise Centre Sault Ste. Marie
ICT
Information and Communication Technologies
IION
Innovation Initiatives Ontario North (North Bay)
IRAP
Industrial Research Assistance Program
IT
Information Technology
MRI
Ministry of Research and Innovation
NORCAT
Northern Centre for Advanced Technology Inc. (Sudbury)
NOIC
Northern Ontario Innovation Centre (Thunder Bay)
OCE
Ontario Centres of Excellence
OLG
Ontario Lottery and Gaming
ONE
Ontario Network of Excellence
RAIN
Rural Agri-Innovation Network
SME
Small/Medium Sized Enterprises
SSMIC
Sault Ste. Marie Innovation Centre
SSMEDC
Sault Ste. Marie Economic Development Corporation
TAG
Technology Advisory Group
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Sault Ste. Marie Innovation Centre Business Plan – 2015
Appendix A – Community IT Strategy & Recommendation Tables
Destiny SSM – Information Technology Strategy – Contributing Towards Economic Development
Vision and Supporting Strategies
Vision for IT Economic Development
in Sault Ste. Marie:
Strategy # 1:
Create a leadership environment that
will foster collaboration and buy-in for
economic growth in Sault Ste. Marie
Strategy # 2:
Create clusters and partnerships that
will build capacity and capabilities in
the selected industries and
technologies
Strategy # 4:
Establish an environment that
supports business growth
Strategy # 5:
Initiate an R&D capability in the
technology arena with the proper
linkages to AUC that will create a
source for commercialization of
opportunities
Strategy # 6:
Extend our reach outside Sault Ste.
Marie in support of recruiting
opportunities and talent
Strategy # 8:
Mobilize a pool of appropriate funding
in support of commercializing
opportunities in the technology arena
Create a vibrant knowledge economy that enables
sustainability and success through the alignment of technology
needs, provider services and financial resources
Support Actions for Strategy # 1:
1. Establish a Technology Economic Development Council
(TEDC)
2. Establish a Political Champion
3. Establish a Business Champion
4. Establish a Champion Network – Community and Sector
Based
5. Establish the City of Sault Ste. Marie as a Model for
Technology
6. Encourage sharing amongst the key players and building
of business relationships
7. Establish an opportunity evaluation committee
Strategy # 3:
Create an awareness of technology in support of generating an
interest and a potential source of students at the presecondary level
Support Actions for Strategy # 4:
1. Review SSMIC’s incubation capabilities to determine if it
can be leveraged to a greater level
2. Institute a non-invasive local purchasing approach
3. Develop approaches to early market development
4. Monitor evolution of Destiny’s strategic initiatives
5. Continue refinement of identifying and evaluating
opportunities
Support Actions for Strategy # 5:
1. Adopt sEA’s commercialization process
2. Leverage sEA’s effort in conducting an inventory of
research and development activities
3. Work with AUC and Sault College to determine potential
increase in IT research
4. Establish a commercial R&D process – inventory of
potential local technology assets
5. Explore the benefits of creating a technology park
6. Encourage a more formal relationship between IT and Life
Sciences
Strategy # 7:
Initiate a marketing program that promotes Sault Ste. Marie’s
IT capabilities both within and outside the region
Strategy # 9:
Establish an integrated approach to support for developing
economic development growth in the Algoma region.
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Sault Ste. Marie Innovation Centre Business Plan – 2015
Recommendations
Recommendation
2. Focus on Niche Opportunities
3.
Advance on two fronts –
Creating the Environment;
Driving to Niche Opportunities
4.
Sell Municipal Government on
its Leadership Role
5.
Adopt the Technology
Economic Development
Council (TEDC)
6.
Establish a political and
business champion
7.
Hand over mandate for the IT
Strategy to the Innovation
Centre
8.
Destiny to facilitate a review
of the possible integration of
ADNet and SSMIC
9.
Establish program
management in support of
evolving niche opportunities
10. Leverage existing fund
11. Adopt the 40 Day Plan – Short
Term Focus
Supporting Information
Based on the challenges and our size it will be important to focus
on niche opportunities that contribute successes in the IT service
provider community. Focus on those opportunities with the most
potential and enlist the right community leaders to validate and
drive these to fruition. The initial focus should be on: Healthcare;
GIS and formally linking IT with Life Sciences.
As mentioned above, advancing niche opportunities is important
but we must also create the environment in parallel that will allow
entrepreneurs to prosper. The environment includes acquiring
access to sustainable funding and having the right support services
to commercialize opportunities.
With the challenge of not having many IT consumers using
technology in a manner that can be leveraged for generating
opportunities for economic development, ask the municipal
government to take a leadership role. Request the development
of an IT strategic plan positioning its future use of technology
while giving due consideration to economic development
possibilities.
It is clear that the Innovation Centre will require support beyond
its board of directors to open doors to opportunities in the
community. The role will be to understand the potential of
economic development and influence sectors of our community in
aligning and supporting this effort.
Support from both the political and business components of the
community will be required in support of making this strategy a
success
The Innovation Centre has the clearest defined role for economic
development in the IT sector in this community. A need exists to
have one organization become the custodian of this IT strategy
and facilitate and drive many of its strategies forward.
Both the Innovation Centre and ADNet have an economic
development focus. Their mandates are different and the IT
community as a whole could benefit from having these two
organizations completely aligned to economic development.
The requirement is for SSMIC to organize the activity associated
with creating clusters and focusing effort on developing niche
opportunities to their conclusion.
Based on the adoption of this strategy and an updated business
plan re-allocate existing funding – keeping in mind that the existing
organization is already being funded for economic development
and that this strategy is not about adding a brand new set of work.
Concrete action must be taken to ensure this report is turned into
an actionable strategy.
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Sault Ste. Marie Innovation Centre Business Plan – 2015
Appendix B – Community Contributions of the CGC
Best for Kids Committee: CGC sits on and supports Best for Kids Committee, which is a Mayor’s
committee which consists of local people who are passionately committed to fostering a community
that has an extraordinary quality of life for our children and families. The objectives of this committee
are:
 To increase community awareness of the importance of healthy early childhood development.
 To recognize individuals who make Sault Ste. Marie a better place for children and families.
 To encourage the development of a family friendly workplace.
 To measure our progress towards improving the health and wellbeing of our children.
In 2012, the CGC worked with the Best For Kids Committee to convince City Council to run a summer day
program for kids in a disadvantaged neighbourhood. This project was successful and a program was run
from Etienne Brule School by a full day city staff person and three summer students. The program was
expanded in 2014 to run from a second location in the Bayview area.
Best Start: CGC sits on the Best Start Committee and provides GIS and data support to this committee.
Best Start is Ontario's strategy to expand quality and affordable child care and invest in children's
healthy early development — all in a convenient and easily accessible location for parents. We are
working with our community partners — school boards, public health units, child care and children's
services providers, and municipalities — to make sure that:
 many more children and parents have access to services and supports, regardless of individual
economic or social circumstances
 pre-school, junior kindergarten, senior kindergarten, quality child care, public health and
parenting programs are integrated into a seamless system that supports families and children
 early and on-going screening of Ontario's children to identify potential issues, needs and risks is
strengthened
 early learning and care hubs are centrally established in Ontario's communities to provide
families with a single, integrated, seamless point of access to services and supports based on
local needs and available resources.
In 2011, the CGC created an indicators-based report on the status of children in Sault Ste. Marie.
http://www.ssm-dssab.ca/documents/assets/uploads/files/en/our_children_their_future.pdf. A new version of
this report was created in 2014: http://www.ssmsab.ca/UploadedFiles/files/SSM_Children's%20Report_2013.pdf
Triple P
The CGC is supporting Triple P Ontario in implementing a database framework to administer user
privileges and enable reporting functions for Triple P implementations. Triple P (Positive Parenting
Program) is a system of easy to implement, proven parenting solutions that helps solve current
parenting problems and prevents future problems before they arise. The Triple P database solution was
implemented in eight regions of Ontario in 2014.
Algoma Public Health
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Sault Ste. Marie Innovation Centre Business Plan – 2015
The CGC completed several projects for Algoma Public Health during the past year, including a number
of in-kind projects. The CGC assisted APH with database work within their HedgeHog application that is
used to store their inspection information. The CGC created secure database settings that are used for
their public health inspection reports via their public website. The extraction of information used for
APH’s health inspector resource distribution is also conducted on a regular basis.
The CGC also continued to map the Integrated Services for Children Information System (ISCIS)
database. Mapping ISCIS data allows APH to conduct planning based on concentrations of newborns, as
well as teenage mothers, and illustrating the negative effects of smoking while pregnant.
The CGC also developed a GIS Septic Toolbar. The toolbar allows APH clerical staff to capture the septic
system location geographically using known latitude and longitude coordinates with detailed
information associated with the site, such as date of installation, date of inspection, type of septic
system, number of runs of pipe, etc. In addition to capturing this data, APH staff will also be able to
maintain this data through a maintenance page by searching criteria. This now allows APH staff to
capture, search and maintain data not only digitally within a database but also with a geographic
component with little knowledge of GIS software. It is anticipated that through this new tool there will
be improvements in investigations and a better understanding of geographic restrictions that may occur
at a site. Through research it appears as though this is the most comprehensive GIS septic tool that will
be in use and future enhancements to the tool will incorporate hyperlinking all inspection documents
geographically to the septic system, creating a comprehensive geographic septic index system.
Annually, the CGC creates the Public Health Inspector (PHI) boundaries based on Fixed Premise
Locations. Since the number of PHIs and Fixed Premises change, these boundaries are recreated each
year to ensure an even and efficient distribution of inspections between the PHIs.
A number of smaller projects are completed for APH each year. Some examples include maps of the
small drinking water systems in the Algoma District, boil water advisories in the Algoma District, maps of
schools in Algoma and maps of tobacco retailers who have been charged with selling tobacco to minors
as well as food insecurity projects.
Christmas Cheer
The CGC has used GIS to optimize Christmas Cheer’s operation for the past seven years. Originally,
Christmas Cheer organizers used a laminated paper map to draw the zones around Christmas Cheer
depots. The zone creation involved “guesswork” as to where the applicants would be located. The CGC
recreated the Christmas Cheer zones using the distribution of applicants and depots to make the depots
more efficient and ensure that Christmas Cheer applicants had less distance to travel, as many of them
do not drive. Each year, depots and the Christmas Cheer applicant population move, so new zones need
to be created.
The CGC also provides Christmas Cheer with a database that can take an applicants’ address and find the
corresponding zone. Christmas Cheer uses this database to assign zones, making the process more
timely and automatic. The SSMIC is happy to provide this service to Christmas Cheer in kind on an
annual basis.
Homeless Information System
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Sault Ste. Marie Innovation Centre Business Plan – 2015
The CGC is assisting the Sault Ste. Marie District Social Services Administration Board in implementing a
Homelessness Information System that would track all homelessness in the shelters in Sault Ste. Marie.
The information system is a national effort by the federal government to get a better understanding of
the numbers and issues of homelessness in Canada.
Safe Communities
The CGC sits on the Safe Communities data subcommittee and provides GIS and data support. The Sault
Ste. Marie Safe Communities Partnership is a coordinating injury prevention organization that is working
to make the city of Sault Ste. Marie and area the safest place in the world in which to live, learn, work,
and play.
Early Childhood Development
The CGC works with Child Care Algoma, Children’s Aid Society, District Social Services and Algoma Public
Health to map and analyze data pertaining to early childhood development. Factors influencing early
childhood development that are mapped include: domestic dispute calls; citizens in financial distress;
locational data for Children’s Aid and Ontario Works clients; EDI data and grade 3, 6 and 9 testing scores.
Hospital birth data such as birth weight, age of mother, smoking during pregnancy, and drug use during
pregnancy are also mapped among others.
Community GIS Portal: The CGC maintains a GIS community portal that displays map oriented
community information for the general public.
Current items on the community GIS Portal:
•
General land base - rivers, lakes contours
•
Transit Routes
•
Address Locator
•
Voting locations
•
Heritage Sites
•
Trails
•
Parks
•
New City Comprehensive zoning
•
City Official Plan
Environmental Initiatives Map
The CGC developed an environmental Initiatives web map site that promotes all of the renewable
energy projects and environmental initiatives in Sault Ste. Marie. The site highlights private sector
projects as well all municipal energy projects and environmental initiatives. The site also displays all the
private sector companies that provide products and services related to green energy and the
environment. http://maps.cityssm.on.ca/Default.aspx
Sault College IT GIS Advisory Committee:
SSMIC and CGC sit on the Sault College GIS and IT program advisory committees.
Volunteer Emergency Registry Group
Project Partners: United Way of Sault Ste. Marie, Sault Ste. Marie Police Service, Algoma Public Health,
Victorian Order of Nurses, Sault Area Hospital
The Community Geomatics Centre (CGC) continues to support the volunteer Emergency Registry
program. The project involves capturing volunteer information (contact information and applicable skill
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Sault Ste. Marie Innovation Centre Business Plan – 2015
set) that could be utilized in the event of a large scale emergency. The database and reporting system
designed by the CGC will allow responders to contact members of the community to assist with specific
emergencies. Since people with certain skill sets may only need to be utilized for specific emergencies,
the CGC has designed the database to categorize volunteers based on the applicability of their skill set to
the emergency situation at hand.
211
The Community Geomatics Centre oversees and maintains the 211 system for the District of Algoma.
211 provides information to the public about community, social, health and related government
services.
Community Child Care Application Site
The Community Child Care Application Site (CCCAS) was developed by the CGC to assist the public sector
child care services with improving their intake process, managing their many waitlists, reducing any
unnecessary communication between the providers, reduce any unnecessary communication between
parents and providers, to generate reports as needed, and finally to reduce administration overhead
from all the providers. The solution is a secure web based solution that captures detailed information
pertaining to both the parent and the child upon the intake process. There is also a great deal of
centralized information that is now more easily accessible for parents, including information on the
DSSMSSSAB, ELR, and all of the child care providers. Detailed help documents are also available to the
user based on the user role. This solution has received many compliments from the parents, the
providers, and the sponsor the DSSMSSSAB.
Vulnerable Persons Registry
Project Partners: Sault Ste. Marie Police Service, Sault Ste. Marie Fire Services, Emergency Medical
Services, Public Utilities Commission Inc., City of Sault Ste. Marie, , Accessibility Sault Ste. Marie and 25
other service agencies
The Community Geomatics Centre and Accessibility Sault Ste. Marie developed the concept of a GISenabled Vulnerable Persons Registry in 2005. Both organizations spent the last two years working to
make the concept a reality. Approval to proceed was granted by the City of Sault Ste. Marie, PUC Inc.
and the Sault Ste. Marie Emergency Management Group in spring 2007. Funding was secured by the
Barrier Free in Algoma Association in November of 2009; and the project is now underway with an
official launch date of October 20, 2011. Under this project, a database of vulnerable persons is being
created. Citizens who have special needs in emergency management situations can register themselves
by phone or mail. The CGC transforms this information into a GIS layer and exports it to the fire, police
and EMS dispatch systems. If there is an emergency call to a home with a vulnerable citizen, a tag of
information will be displayed on the dispatch screen. As well, in a large scale emergency such as an ice
storm or extended city-wide blackout, the Emergency Operations Centre will have access to the
Vulnerable Persons Registry so they know where the people are who may need extra assistance. This
system will also work with electric-dependent citizens, so they can be notified in the case of planned
power outages.
The CGC is currently working with Red Cross Canada to implement VPR in other communities across
Canada. In 2015 it is hoped that VPR will be implemented in three other Canadian cities.
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Sault Ste. Marie Innovation Centre Business Plan – 2015
PUC Inc.
Lead in Drinking water (2007 – Present) - Studies in 2007 in Ontario have shown that even routine
flushing of water services is not necessarily enough to reduce the concentrations of lead in some homes
accessing municipal water systems. The Ontario government requested all municipalities in Ontario to
complete water samples to test for lead. Most municipalities selected homes at random in older
neighbourhoods in hopes of finding appropriate homes to test that may have lead water service pipes in
the ground. In Sault Ste. Marie, the CGC utilized the detailed information in the GIS system to identify
homes that would have the highest probability of having lead. Many of these homes were tested and
many had visible lead pipes in the basements. Numerous homes have lead levels above the
recommended value.
In fall 2007, the Ontario government set aside money for citizens on social assistance with children
under six, on disability assistance with children under six or in households with low income to get free
water tests and possibly free water tap filters. Most communities had the social services office contact
all citizens meeting these requirements and ask them to get a water sample, if the test showed
unacceptable lead they would get a free tap filter. The problem with this approach is that most homes
do not have lead water issues. In Sault Ste. Marie, the CGC followed a different approach. Studying GIS
data, the CGC determined which streets and which homes were likely to have possible lead water issues.
It was determined that lead pipes were used in Sault Ste. Marie between 1943 and 1948, although
galvanized pipes were used in a number of periods before 1950. Galvanized pipes often have lead flex
loops as galvanized pipe is not very flexible in the ground. The CGC identified all homes and businesses
with known lead and galvanized pipes and then identified all buildings that were of the right age to
possibly have these types of pipes. Social services provided the postal codes of clients meeting the
provinces requirements and the CGC looked for the postal codes that matched postal codes of homes
with possible lead or galvanized pipes. The matching postal codes were returned to social services and
they determined the exact addresses in these postal codes and are now contacting these citizens to
arrange for tests. This reduced the number of people to contact and the tests to be done from several
thousand to just over a hundred. The CGC also applies a similar approach to identify active pregnancies
that may be residing in homes with known or probable lead.
Tripping Hazards (2006-Present) - The PUC was interested in reducing liability through taking advanced
action to fix potential tripping hazards throughout Sault Ste. Marie. PUC assets were identified and using
the comprehensive GIS solution in place these assets were illustrated through a batch map generating
program. The CGC created a simple database to inventory these hazards, categorize their priority and
track when each was fixed. PUC conducts field validation and documentation of these hazards, while the
CGC supplies the maps each spring.
Taste Complaint Application (2010-Present) - The CGC developed a database and GIS based tracking tool
for PUC Inc. to track water distribution water qualities issues throughout Sault Ste. Marie. The
application assists PUC customer service representatives ask and record a series of questions related to
odour, taste and clarity concerning customer tap water. PUC staff can then analyze the information
based on time and geography to evaluate and correct water distribution issues.
Water Main Break Application (2010-Present) - The Water Main break application is designed to aid a
non-GIS person to capture information pertaining to a water main break as recorded by the excavation
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Sault Ste. Marie Innovation Centre Business Plan – 2015
and repair crews, the forms that the crew member fills out are now identical to the GIS form in order to
expedite data entry. The application tracks attribute data only, a GIS tech will locate the main break
accurately on the specific water main, this task could not be automated as there is not enough
intelligence to programmatically determine which main was broken if multiple mains are in the area.
The application automatically enforces a unique id, when the GIS tech adds the point feature with the
same id, the relationship on the GIS side is taken up.
Backflow Prevention Tracking Solution (2011-2015)- This project involves the development of a
municipal water backflow prevention tracking solution that:















Creates prioritized list of businesses that require backflow devices using existing information
from GIS and other sources
Tracks the licensing status of certified Testers /Installers
Allows Testers /Installers to enter installation data through the web
Allows Testers /Installers to enter inspection data through the web
Automatically issue notices to businesses requesting the installation of backflow devices base on
a PUC template
Tracks premises compliance and backflow preventer installation
Issues second notice and warning to premises /owners who fail to install a backflow preventer
Automatically issues “Annual Test Due” notices based on time periods from installation or last
test
Issues warning notice in regards to overdue testing, with a tracked deadline.
Tracks and report overdue non-compliant premises for enforcement follow up.
Tracks all repairs and installations for devices that fail testing.
Follows CSA standards in regards to information tracked concerning backflow devices.
Provides validation routines to make sure inspections, installations and repairs are performed
by certified Testers /Installers
Generates compliance reports
Geographically identify risks
In 2014, the CGC developed a number of other specialized GIS tools including a spatial autodialer and a
public outage interface.
In August 2014, the PUC had a situation where a boil water advisory was issued. The CGC was notified of
the boil water and within thirty minutes the GIS system was used to identify the extents of the boil
water area and the GIS determined there were schools, preschools and daycares within the affected
area. The VPR database was used and it was determined that there were eleven VPR registrants that
could be affected within the area. All eleven were contacted within thirty minutes of the advisory. The
GIS also determined that there were eighty eight active or recent pregnancies within the advisory area.
The list of these households was provided to Algoma Public Health and all were contacted within two
hours. The next day the boil water advisory was upgraded to an actual Boil Water event as bacteria was
found within the water system. No community in the world could have responded so quickly and
accurately to protect all those vulnerable to this situation.
Child Care Algoma
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The CGC assists Child Care Algoma in collecting and analyzing data to assist in planning for accessible day
care.
Garden River First Nation
The CGC assisted Garden River acquire funding for a GIS Intern. The Intern is located within the CGC
office and is mentored by CGC staff. The Intern is completing a number of mapping projects for Garden
River including: a comprehensive community plan, acquisition of new orthophotography, and data
capture of land agreements. The Intern then trained a Garden River staff member in GIS. The CGC
continues to provide support to Garden River in GIS when requested.
Sault Ste. Marie Police
The CGC provided and extensive amount of data and analysis that was used to establish the need for the
Police Community Resource Centre on Gore Street. The CGC also completed very detailed crime
mapping for the years 2012 to 2014. In 2014 the CG also assisted City Police in a major map upgrade.
Emergency Management Advisory Group
Staff from the CGC now sit on the Emergency Management Advisory Group.
Social Service Development and Innovation
The Community Geomatics Centre (CGC) division of SSMIC has become a provincially recognized agency
for social innovation. Nearly every activity related to social development, early childhood development,
crime reduction, poverty reduction, etc flows through the CGC or involves the CGC, not just as a data
provider and data analyst but as a driver and leader in the initiatives to improve the socio economic
conditions in SSM and Algoma.
Community Integration Leadership Projects
In 2013, the City of Sault Ste. Marie and Algoma Best Start Networks were provided with $150,000 for
Community Integration Leadership projects through the Ministry of Children and Youth Services. The
project involved two different components:
The Early Years Digital Sign In system will enable parents and care givers to sign in with QR codes on key
fobs or smart phones. The digital sign in system will allow quicker sign ins than the old paper system and
will allow more valuable information to be collected including unique visits and better demographics.
The system can also be used to market events, sign out resources and do contests. The solution will be
implemented in 2014 in Sault Ste. Marie and Algoma. In 2015, the solution will be marketed to other
communities in Ontario.
The Coordinated Access Digital Referral System is a digital referral system for children service agencies.
The software system uses on line forms and a backend database to capture, track and route referrals
related to children services. The system will build information related to referral types, service demand,
waitlists and will also track and report on incorrect referrals so that agencies and staff can learn. The
system will be implemented in Sault Ste. Marie and Algoma in fall 2014. In 2015, the solution will be
marketed to other communities in Ontario.
The CGC provided significant inkind efforts to implement these solutions within Algoma.
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City of Sault Ste. Marie Graffiti Project
The CGC has setup a mobile GIS based data capture interface to allow the field capture of graffiti
throughout Sault Ste. Marie.
GIS Day
In November 2013, the CGC hosted GIS Day at Algoma University and had 250 students from 4 high
schools attend. GIS Day 2015 is planned for November 17, 2014.
Algoma District School Board and Huron Superior School Board
In 2014, the CGC taught GIS to classes from Superior Heights, St Basils and Korah High Schools
Healthy Kids Challenge
The CGC played a major role in providing data and analysis to support a Healthy Kids Challenge
Application to the Provincial Government. This application was approved and will be a $900,000 project
to address children’s issues of health.
Suicide Prevention
The CGC is a partner within a group of many partners developing a youth suicide prevention plan which
was funded by the Ministry of Children and Youth Services
Sault Ste. Marie Poverty Network
The CGC is one of several partners that will be forming a local poverty network. On November 12, 2014,
this group will be running a poverty awareness event at the Soup Kitchen Community Centre
Epidemiology
Two CGC staff have completed 9 epidemiology courses through the Public Health Agency of Canada.
Two other staff have completed three courses. This employee development is in support of the health
and social service work that the CGC provides to the community and District.
United Way
The CGC is a member of the United Way Action for Community Change Performance Task Force.
Soup Kitchen Health Needs Committee
The GC sits on the Soup Kitchen Health Needs Committee which has also been referred to as the
Downtown Community Health Centre Committee in the past. The goal of this committee is to determine
ways to bring services back to the downtown area which has seen services migrating out for the past
decade.
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Downtown Initiatives Committee
The CGC is part of a working group made up of over 20 agencies who are undertaking initiatives in the
downtown. The goal of this group is to make sure everyone is away of what everyone is doing and to
look for possible collaborations and avoid duplication.
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Appendix C – CGC Background
The CGC currently services the City of Sault Ste. Marie, PUC Inc., Algoma Public Health, Sault Ste. Marie
Fire and Police Services, the EDC of Sault Ste. Marie, Child Care Algoma, Accessibility Sault Ste. Marie,
Ontario Early Years, United Way, Sault Ste. Marie Region Conservation Authority, Sault Ste. Marie
DSSAB, Great Lakes Power Transmission, as well as dozens of other health, social and municipal service
agencies.
The department currently employs seventeen full time staff, two part time staff, one intern and a
number of co-op students throughout the year that manage the delivery of all SSMIC GIS contracts. The
goal of the Community Geomatics Centre is to promote and establish the partnerships and technological
means to efficiently share geospatial data, tools and knowledge amongst community organizations to
create a safer, healthier and more prosperous community. In its ongoing efforts to provide its clients
with creative solutions, the Community Geomatics Centre will focus on new product development and
expand the application of geomatics to other sectors such as biotechnology and health care. The CGC is
self-sustaining and uses services revenue to cover the costs of operation.
In 2011, the Community Geomatics Centre relocated operations from the Healthcare Communications
and Technology Centre located at 65 Willow Avenue to the new Convergence Centre building at Algoma
University.
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Appendix D – RAIN Project Details
Description:
The Algoma RAIN has been established for the delivery of projects and services that will benefit
agricultural and agri-forestry related stakeholders in the Algoma region including businesses located in
Algoma District and in some cases outside Algoma. The RAIN’s primary focus is to enhance research,
technology transfer training and education for Algoma’s agricultural and agro-forestry industry. It will
accomplish this by fostering agri-based research and creating linkages to technical, marketing, human
resource capacity and business development assistance available within and external to the region. The
RAIN office will be located in Sault Ste. Marie at the Essar Convergence Centre at Algoma University and
this will increase benefits to and synergies with public and commercial interests. Of key importance is
the fact that the Northern Growth Plan includes a number of directions for the agriculture sector for
which the RAIN is a perfect fit. It is also positioned to act as a driving force behind related initiatives that
might materialize from the Northern Growth Plan that are of benefit to Northern Ontario in general.
Project Background:
The RAIN model was born out of discussions including Northern Growth Plan consultations that have
taken place in Northern Ontario centres, including Sault Ste Marie to gain insight into a number of
strategic areas of critical importance to the north including the need for improving Northern Ontario’s
agricultural and rural sectors. Northern agriculture is extremely important to Ontario and especially to
the health, economic viability and diversity of its Northern communities. Land in agricultural production
has the potential to quadruple. However, the agricultural community of the North often lacks the
resources to be fully effective in many cases in identifying and pursuing projects and research that
would support the growth and sustainability of the industry. To reach its full potential, Northern Ontario
requires increased agricultural infrastructure, research, education and training that focus on high value
crops and diversified agricultural practices tailored to the region’s soils and climate. Support is needed
to encourage early adoption of innovative technologies and practices, improvements in tile drainage,
storage and processing facilities as well as new marketing approaches for food co-ops, farmers’ markets
and other opportunities to increase availability of local agri-based products in Northern communities.
The Sault Ste. Marie Innovation Centre and the NORDIK Institute will be seen as taking a lead in this
effort to grow and diversify agricultural production within Algoma.
Prior to proceeding with implementation of the Algoma pilot, SSMIC along with support from the
Community Development Corporations of Sault Ste. Marie & Area, and East Algoma, Innovation
Initiatives Ontario North, the NORDIK Institute at Algoma University, Algoma Soil and Crop Improvement
Association and the Algoma Federation of Agriculture, carried out feasibility activities that would
provide the due diligence necessary to assess the strengths, weaknesses, opportunities and issues
related to the RAIN model. The project was intended to bring these organizations and their members to
a level of comfort and understanding that would permit them to commit, in principle, to supporting the
establishment of an Algoma RAIN pilot and to define the process through which this could be evaluated,
planned and implemented.
The RAIN model will support a comprehensive and coordinated approach combining collective resources
and expertise of numerous organizations spanning several sectors; it will also provide an opportunity to
reduce the financial burden of existing organizations and partnerships which are increasingly
constrained due to the time demands on their mostly volunteer members. To this end, the scope of the
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Sault Ste. Marie Innovation Centre Business Plan – 2015
project encompassed the hiring of a consultant/facilitator who was tasked to undertake the following
foundational work:
1. Development of a Terms of Reference (completed in 2011) which serves as a means of the
participant organizations to summarize and agree on their collective vision for a future
Algoma RAIN, along with a strategy for financing the 3 year pilot.
2. Development of a “discussion paper” (2011) which outlines the Algoma District context and
RAIN pilot as it relates to the challenges and opportunities for local agriculture as determined
through literature reviews and the stakeholder consultation process.
3. Confirmation of support from rural stakeholders via letters of support for the pilot project.
4. Preparation and submission of funding proposals for the 3 year project.
RAIN activities that have been identified as being beneficial include initiatives focused on research and
development, business development, networking and market development, public outreach and
communications, data collection and sharing, infrastructure investments and facilitating access to other
supports and service providers on both the agriculture and related agri-business. The pilot project will
position the RAIN as a diverse and comprehensive service delivery hub for agriculture organizations and
the community members they represent; a model that can be replicated across Northern Ontario’s
agriculture districts
Project Objectives:
The RAIN will address industry gaps and become a convergence point for rural communities by
supporting collaboration, creating linkages, and promoting the importance and achievements of
agricultural and related activities. The project’s success will be measured by its ability to align research,
projects, investments and opportunities with commercial interests. In addition, the successful
completion of the pilot will help to:
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Build an organization that is mandated to plan, implement and monitor research and
development projects and create partnerships in support of agricultural and agri-forestry
related organizations, individuals and private sector partners.
Develop and manage a program of initiatives to support improvements and innovation in
agriculture-based industry and research in Northern Ontario which incorporates mechanisms
which support long term financial stability.
Through the RAIN Research Facility, provide the local agriculture community and researchers
with a testing facility that will allow farmers to improve, diversify and expand their businesses
and reduce the risks associated with the implementation of new crops, practices and
operations.
Identify and promote agriculture and agri-forestry based business opportunities and
entrepreneurship in the Algoma region.
Support an increase in the number and diversity of agriculture-based resource businesses.
Build awareness, interest, excitement and activity among governments and communities in
researching and pursuing sustainable agriculture-based enterprises that contribute the
economic development of Northern Ontario.
Increase consumer awareness and preference for healthy, locally grown produce while also
expanding local market opportunities for producers.
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Sault Ste. Marie Innovation Centre Business Plan – 2015
Vision: To connect Algoma’s rural community with timely information and support in order to improve
opportunities for maximizing the value of rural based crops, commodities, value-added products and
services, and the achievements of Northern Ontario agriculture.
Mission: The Algoma RAIN is dedicated to the needs of agri-innovation organizations, producers,
suppliers, and entrepreneurs in Northern Ontario. Its primary focus is to enhance the industry by
providing a collaborative and facilitative network for stakeholders that allows them to enhance their
capabilities, diversify their productive output and successfully build their capacity to grow as
organizations and individual business owners.
Project Management Team:
The Sault Ste. Marie Innovation Center and NORDIK Institute have partnered to oversee and manage the
administration of the pilot project. SSMIC will act as the sponsor and contracting entity for purposes of
any agreements related to the Algoma RAIN pilot project, and for purposes of receiving and disbursing
any related costs. Project coordination and governance for the RAIN pilot project will be within SSMIC
and NORDIK for its 3-year duration.
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Errol Caldwell, Project Co-Chair (SSMIC)
Dr. Gayle Broad, Project Co-Chair (NORDIK)
Edith Orr, Johnson Township Farmers’ Market and Mennonite community liaison
Algoma Federation of Agriculture representative, Nick Kirby/Jason Koivisto
Algoma Soil and Crop Improvement Association representative, Murray Cochrane
Algoma Cattlemen’s Association representative, Ken MacLeod
Algoma Woodlot Owners Association representative, Ken MacLeod
Christian Farmers’ Association representative, Alf Roberts
Algoma Food Network representative, Birgit Kroll
North Shore Tribal Council representative, Patty Ann Owl
Agri-business representative, Will Samis, Penokean Hills Farms
Other members as required in future to ensure sector representation
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Appendix E - Job Count 2014
New jobs generated in 2014 are listed below. Job Target was 45 jobs for 2014.
SME Support
BioForest
Canadian Bank Note
DiG
Fuzed Notions
IN-SITU (Kasey Camire)
Justin Reid Professional Pharmacy
Mosaic Media
OCE Discovery (Jamie McDonald)
Paul Bychko
RBB Innovations
SooFoundry
System Solutions Ltd. (SSI)
TapTrack
Village Media
Incubator
Digital Grounds Inc.
eQOL
Insightworks
Veracity
Market Development
Gaming
GIS Interns
GIS Staff
Mkt. Development Interns
Additions
Alternative Energy
RAIN
SSMIC Intern (Isiah Hall)
Total Jobs
4
3
1
1
1
3
1
1
1
7
3
1
2
4
2
2
2
1
1
1
1
1
1
1
1
50
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Sault Ste. Marie Innovation Centre Business Plan – 2015
Appendix F – Marketing Statistics
Marketing Statistics
On-average Open Rate Analytics 2014
1.6 Web Analytics – www.ssmic.com
Please see four attachments which correspond with the information below.
Reporting of web analytics for www.ssmic.com runs the duration of January 23, 2014 to November 3,
2014.
See Attachment 1 – Daily Hits/Hits per Hour
This report concludes that Monday, September 15th 2014 saw the highest daily site hits for the entire
2014 year.
This date signifies the business day following the 2014 SSMARt Innovation Awards and the dramatic
increase in site hits can be attributed to an ad campaign with Sootoday.com, called a “Page Takeover” in
which the award winners were displayed across the entire Sootoday.com homepage (and linked directly
to the SSMIC.com Events page on the SSMARt Awards).
See Attachment 2 – Browser Reporting
This report concludes that Internet Explorer and Google Chrome are the top search browser used when
visitors search for the Sault Ste. Marie Innovation Centre online.
The predominant daily used operating system is Windows 7.
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Sault Ste. Marie Innovation Centre Business Plan – 2015
See Attachment 3 – Referral Reporting/Top Search Engine/Top Search Phrases
This report concludes that the top referring site is Sootoday.com. A referring site is a site that made
reference to the link, www.ssmic.com, and generated hits and unique visitors. Sootoday.com can be
considered a top referrer given the following:
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Number of ad campaigns run on Sootoday.com
Number of press release pick-up from SSMIC on Sootoday.com
Number of daily visitors on Sootoday.com reading about SSMIC
This report also concludes that indeed.com, a job site, is the second highest referral for SSMIC.com
based on job postings online. SSMIC posts a significant number of jobs online each year, which are often
picked up and consolidated by a number of online job sites.
Pertaining to top search engines, Google rates the highest, followed by Bing. Visitors using a Google
search engine, and searching for the Sault Ste. Marie Innovation Centre, reach 15,727 a day.
The top used search phrases for 2014 were the following:
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“Sault Ste. Marie Innovation Centre SSMIC”
“Sault Ste. Marie”
“SSMIC”
See Attachment 4 – Summary Report
The summary report concludes the total hits, total visitors, and total page views daily for
www.ssmic.com.
The breakdown of the aforementioned are below:
Total Hits: 1,523,777
Total Visitor Hits: 1,145,051
Average Hits per Day: 5,346
Average Page Views per Day: 696
Total Visitors per Day: 338
Youtube Analytics
The Youtube analytics report concludes that over 4,000 individuals have viewed the SSMIC Youtube
Channel since the channel was created.
The highest ranking video on SSMIC’s channel is “About the Sault Ste. Marie Innovation Centre.”
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